服务营销外文翻译

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CS策略所要解决的问题。

CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。

市场营销部: SALES&MARKETING DEPARTMENT计财部:ACCOUNTING DEPARTMENT人力资源部: HUMAN RESOURCE DEPARTMENT工程部: ENGINEERING DEPARTMENT保安部: SECURITY DEPARTMENT行政部: EXECUTIVE DEPARTMENT前厅部: FRONT OFFICE客房部: HOUSEKEEPING DEPARTMENT餐饮部: FOOD&BEVERAGE DEPARTMENT外销部： EXPORT DEPARTMENT财务科： FINANCIAL DEPARTMENT党支部： BRANCH OF THE PARTY会议室： MEETING ROOM会客室： RECEPTION ROOM质检科： QUALITY TESTING DEPARTMENT内销部： DOMESTIC SALES DEPARTMENT厂长室： FACTORY DIRECTOR'S ROOM行政科： ADMINISTRATION DEPARTMENT技术部： TECHNOLOGY SECTION档案室： MUNIMENT ROOM生产科： MANUFACTURE SECTION总公司: Head Office分公司: Branch Office营业部: Business Office人事部: Personnel Department总务部: General Affairs Department财务部: General Accounting Department销售部: Sales Department促销部: Sales Promotion Department国际部: International Department出口部: Export Department进口部: Import Department公共关系: Public Relations Department广告部: Advertising Department企划部: Planning Department产品开发部: Product Development Department研发部: Research and Development Department (R&D) 秘书室: Secretarial Poo市场部Marketing Department技术服务部 Technical service Department人事部 Personnel Department(人力资源部)Human Resources DepartmentAccounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Buyer 采购员Cashier 出纳员Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员／接待员Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员English Instructor/Teacher 英语教师Export Sales Manager 外销部经理Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人F.X. (Foreign Exchange) Clerk 外汇部职员F.X. Settlement Clerk 外汇部核算员Fund Manager 财务经理General Auditor 审计长General Manager/President 总经理General Manager Assistant 总经理助理General Manager‘s Secretary 总经理秘书Hardware Engineer （计算机）硬件工程师Import Liaison Staff 进口联络员Import Manager 进口部经理Insurance Actuary 保险公司理赔员International Sales Staff 国际销售员Interpreter 口语翻译Legal Adviser 法律顾问Line Supervisor 生产线主管Maintenance Engineer 维修工程师Management Consultant 管理顾问Manager 经理Manager for Public Relations 公关部经理Manufacturing Engineer 制造工程师Manufacturing Worker 生产员工Market Analyst 市场分析员Market Development Manager 市场开发部经理Marketing Manager 市场销售部经理Marketing Staff 市场销售员Marketing Assistant 销售助理Marketing Executive 销售主管Marketing Representative 销售代表Marketing Representative Manager 市场调研部经理Mechanical Engineer 机械工程师Mining Engineer 采矿工程师Music Teacher 音乐教师Naval Architect 造船工程师Office Assistant 办公室助理Office Clerk 职员Operational Manager 业务经理Package Designer 包装设计师Passenger Reservation Staff 乘客票位预订员Personnel Clerk 人事部职员Personnel Manager 人事部经理Plant/Factory Manager 厂长Postal Clerk 邮政人员Private Secretary 私人秘书Product Manager 生产部经理Production Engineer 产品工程师Professional Staff 专业人员Programmer 电脑程序设计师Project Staff （项目）策划人员Promotional Manager 推销部经理Proof-reader 校对员Purchasing Agent 采购（进货）员Quality Control Engineer 质量管理工程师Real Estate Staff 房地产职员Recruitment Coordinator 招聘协调人Regional Manger 地区经理Research & Development Engineer 研究开发工程师Restaurant Manager 饭店经理Office Assistant 办公室助理Office Clerk 职员Operational Manager 业务经理Package Designer 包装设计师Passenger Reservation Staff 乘客票位预订员Personnel Clerk 人事部职员Personnel Manager 人事部经理Plant/Factory Manager 厂长Postal Clerk 邮政人员Private Secretary 私人秘书Product Manager 生产部经理Production Engineer 产品工程师Professional Staff 专业人员Programmer 电脑程序设计师Project Staff （项目）策划人员Promotional Manager 推销部经理Proof-reader 校对员Purchasing Agent 采购（进货）员Quality Control Engineer 质量管理工程师Real Estate Staff 房地产职员Recruitment Coordinator 招聘协调人Regional Manger 地区经理Research & Development Engineer 研究开发工程师Restaurant Manager 饭店经理Sales and Planning Staff 销售计划员Sales Assistant 销售助理Sales Clerk 店员、售货员Sales Coordinator 销售协调人Sales Engineer 销售工程师Sales Executive 销售主管Sales Manager 销售部经理Salesperson 销售员Seller Representative 销售代表Sales Supervisor 销售监管School Registrar 学校注册主任Secretarial Assistant 秘书助理Secretary 秘书Securities Custody Clerk 保安人员Security Officer 安全人员Senior Accountant 高级会计Senior Consultant/Adviser 高级顾问Senior Employee 高级雇员Senior Secretary 高级秘书Service Manager 服务部经理Simultaneous Interpreter 同声传译员Software Engineer （计算机）软件工程师Supervisor 监管员Systems Adviser 系统顾问Systems Engineer 系统工程师Systems Operator 系统操作员Technical Editor 技术编辑Technical Translator 技术翻译Technical Worker 技术工人Telecommunication Executive 电讯（电信）员Telephonist/Operator 电话接线员、话务员Tourist Guide 导游Trade Finance Executive 贸易财务主管Trainee Manager 培训部经理Translation Checker 翻译核对员Translator 翻译员Trust Banking Executive 银行高级职员Typist 打字员Word Processing Operator 文字处理操作员文案编辑词条B 添加义项?文案，原指放书的桌子，后来指在桌子上写字的人。

文献出处：Singh M. Marketing Mix of 4P’S for Competitive Advantage[J]. Gifts & Decorative Accessories, 2016, 3(6):40-45.英文字符数：20371，译文字数：5167第一部分为译文，第二部分为原文。

默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。

4P营销组合提高企业竞争优势摘要：企业再推出产品之前应该考虑下营销组合的四个变量，即产品，价格和渠道和促销。

这四个变量有助于企业制定竞争优势所必需的战略决策。

本文的主要目的是描述营销组合中各个变量在企业提高市场竞争优势中的关系。

营销组合包括产品营销组合和服务营销组合。

产品营销组合一般由产品，价格，渠道和促销组成，通常用于有形商品的营销组合。

然而，服务营销组合还与另外三个变量相关，例如人员，服务过程和有形展示。

当NeilH.Borden 在1964年发表了他的“营销组合概念”的文章时，营销组合一词开始流行起来。

营销组合的特征是四个同样重要的变量。

第一步是制定营销计划的产品计划，产品计划有三个部分，即核心产品，增值产品和第三产品。

不仅与产品有关的决定，还包括价格相关的决定，如统一价格是否收费或不同价格的不同价格将在同一产品在不同市场收取。

第三个变量是“渠道”，它与产品销售的决定有关。

“促销”涉及增加销售额。

营销组合涉及到哪些产品将以特定价格提供的决策，相同的产品将根据不同的市场使用不同的价格，营销经理必须考虑不同因素的影响根据4P分类来确定产品的营销组合。

关键词：营销组合，产品，价格，渠道，促销，竞争优势1 引言营销组合是企业用来销售其商品和服务的不同营销决策变量的组合。

在确定市场并收集有关市场的基本信息后，下一步是市场规划的方向，以满足客户的需求和竞争对手的挑战。

它提供了所有营销变量的最佳组合，使企业能够实现利润，销售量，市场份额，投资回报等目标。

服务营销行业外文文献翻译【此文档为word版本可任意编辑】1．外文原文Service marketing" Service marketing" is a closely through the customer, and then provides a service, achieve beneficial exchange marketing. To implement service marketing must first clear the service object. " Who is the customer". Like the drinks industry customers are divided into two levels: Distributors and consumers. For the enterprise. Should take all the distributors and consumers as God, to provide quality services.To improve customer satisfaction and customer loyalty though the service. The general characteristics of the service marketing:(1)supply and demand dispersionService marketing activities, services of supply and demand of the product with dispersion. Not only the cover of various departments and the industry to the tertiary industry, enterprise services are widely dispersed, but the need for supplier is involved in various types of enterprises, social groups.(2)a single marketingTangible products marketing distribution, agents and direct sales to a variety of marketing methods. Service marketing is due to the production and consumption of unity, decide its can take direct way, the middleman's involvement is impossible, impossible also stored for sale.(3)marketing objects are complexService market buyers is multiple, extensive, complex. Buying service consumer purchasing motivation and different purposes, A service purchasers of products may be involved in the community all the various types of family and individual identity, even to buy the same product or service for life, while others used in the production of consumption, such as information, such as communication of post and telecommunications.(4)the service consumer demand elasticityAccording to Maslow hierarchy of needs theory, people's basic material needs is a primary demand, this demand is easy to produce common people, but the people tothe spiritual and cultural consumption demand is secondary to demand, the demand for the social environment and each having the condition caused greater elasticity of demand. At the same time, the demand for services and to tangible products demand in certain organization and the total amount of spending in the mutual and diversionary, is one of the causes of formation of elasticity of demand.(5)service personnel, technology skills, high art requirementService technical, skills, skills directly related with the quality of service. Of a variety of consumer service product quality requirements is the service personnel on the technology, skills, technical requirements. Service services quality may not be the only, unified standards, but only a relatively standard and with the purchaser's sensory experience.Service marketing principles:" customer focus" nine principles1, get a new customer than to keep an existing customer to spend more. Companies to expand their markets, expand the market share of the time, tend to put more energy on the development of new customers, but the development of new customers and retain existing customers will cost more than. In addition, according to the survey data show, new customer expectations is generally higher than the old customer. This make the development of new customer success rate greatly affected.2, unless you can compensate for the loss of soon, or lose customers will lose forever. Each enterprise to their customer base that division, customers and enjoy the different customer policy. But the business must clearly recognize a little, that each customer is God to us, no matter what they are doing for the company is large or small, we should avoid customer discrimination policy.3, dissatisfied customers than satisfied customers have more " friends". Competitors may use customer dissatisfaction, gradually eroded their loyalty, and in your customer base expanding adverse effects. This is why unhappy customers than satisfied customers have more " friends".4, open communication channels, welcomed the complaints. There are complaints have to work on improving the power, the timely processing of complaints can improve the customer satisfaction customer loyalty, to avoid falling. Open communication channels, for enterprises to collect all the feedback information, facilitates the marketing work..5, the customer is not always right, but how to tell them that they are wrong will produce different results. The customer is not always right. " The customer is always right" is left to the customer, not the enterprise. Enterprises must be found and clearunderstanding of customer and the position of different reasons, to inform and guide them. Of course, this requires some marketing art and technique, different methods will produce different results.6, the customer has full power of choice. No matter what industry and what products, even the monopoly, we cannot neglect the consumer choice. Market demand is the embodiment of customer demand, is the source of.7, you must listen to the views of customers to understand their needs. Customer service can not be blind, have targeted. The enterprise must listen to the views of customers, understand their needs, and on this basis for customer service, so as to achieve twice the result with half the effort, to improve customer loyalty.8, if you do not believe, how can you hope your customers would like to believe? Enterprises to customers recommend new products or requirements of customers with a cooperation, customers must stand in the perspective, place oneself in others' position to consider. If you think it is reasonable, do not try. Your force forever and customer conflict together.9, if you do not take care of your customers, then people will take care of. The market competition is fierce, competition to each other's customers are always concerned about the. The enterprise must own the customer regular communication and understanding, to solve customer problems. Ignore your customer to customer to competitors relinquished.Service marketing managementIn order to effectively use the service marketing for enterprise purposes, enterprises should according to their own inherent characteristics of service-oriented market segmentation, service differentiation, materiality is changed, standardization and so on, to formulate and implement the scientific marketing strategy, ensure to achieve the goal of enterprise competition.1,service marketing segmentationAny kind of service market, a large number of widely distributed service demand, due to the influence of demand factors are diverse, service demand has obvious personalized and diversified characteristics. Any company, regardless of its ability to much, cannot fully satisfy different market demands for service, it is not possible for all buyers to provide effective services for the service. Therefore, every enterprise in the implementation of the service marketing strategy when they need to its service market or object segmentation, based on market subdivision selected their own services to target markets, conduct targeted marketing combination strategy, in orderto obtain good marketing effectiveness.2,service differentiationDifferentiated service is a service business in the face of strong competition in the service content, service channels and service image and adopt different from competitors and highlight their own characteristics, to defeat the competitor, in the service market stand the heel of a practice. From the following three aspects:①Product of service tangibility. Through the service facilities such as hardware technology, assurance services consistent service quality and service through be consistent from beginning to end; can show some evidence of service to consumers, enhances the perception ability.②Take different from others' transmission means, quickly and effectively to the enterprise service operation to service recipients.③Pay attention to the use of symbols or special symbols, name or logo to establish the unique image of enterprises.3,service tangibilityTangibility of service is refers to the enterprise with the aid of a variety of services in the process of material factors, the invisible service product as far as possible entity, tangible, let consumer perception to service products, improve the existing product interests enjoy the service process. Tangibility of service includes the content of three respects:①Product service tangibility. Through the service facilities such as hardware technology, assurance services consistent service quality and service through be consistent from beginning to end; can show some evidence of service to consumers, enhances the perception ability.②Service environment tangible. Service business environment is to provide services and consumers to enjoy the services of specific sites and atmosphere, although it does not constitute the core content of service product, but it can bring to the enterprise" first impressions are strongest " effect, is the indispensable conditions of service products.③Service provider "tangible". The service provider is the direct contact with the consumer enterprise staff, the service quality and character, behavior and consumer engagement means, method, attitude, will directly affect the realization of service marketing, service marketing in order to ensure the validity, enterprises staff services standardized training, let them understanding of enterprise services content and requirement, master of essential servicetechnology and techniques, to ensure that the services they provide and enterprise service goals.4,service standardizationAs service products is not only by service personnel, but also with certain technical facilities and technical conditions, so the service for the enterprise quality management and standardization of services production provided conditions, enterprises can take the technical routine work standardization, can from the following five points to consider:①Starting from the convenience of consumers, improve design quality, make the service process rationalization.②Formulate requirements for consumers to observe the contents of reasonable, civilized language rules, to induce consumers to accept service, normative behavior, and make the enterprise service production norms coincide.③Improving the service facilities, landscaping services environment, so that consumers in the waiting period live comfortable, such as setting seat, placing the books and magazines, post material, as consumers wait and accept services provide good conditions.④The use of price leverage, clearly marked to indicate the different grades, different quality level of service, to meet different levels of consumer demand⑤Standard service provider behavior, create the guests feel at home. Service environment and atmosphere, make the service production and consumption can be ina relaxed, pleasant environment in.2.外文资料翻译译文服务营销“服务营销”是一种通过关注顾客，进而提供服务，最终实现有利的交换的营销手段。

本科毕业论文外文翻译外文文献译文标题：体验营销资料来源: 营销管理作者：贝恩德·施密特在这篇文章中，对比传统营销，我提出了一个新的营销方式叫做体验营销，并且给体验营销做出一个战略性的框架。

传统营销考虑消费者是合理的决策者，关心功能上的特征和利益。

相反，体验营销者考虑消费者人类理性与情感有关以达到让人体验到愉快的经历。

五种不同类型的经验, 或战略体验模块( S E M s) ，市场营销者可以为客户创造特质：感官体验( S E NCE) ；情感经验( F E E L) ；创造性认知经验( T HINK) ：身体经验，行为和生活方式( ACT) ；社会辨别经验的结果与参考群体或文化( R E LATE) 。

这些经验是实施所谓的经验通过供应商( ExP ros) ，如通讯、视觉和语言的身份，产品存在，电子传媒等，体验营销的终极目标是创造整体的经验，整合成一个整体的格式的个人经验。

本文以考试的战略问题结束，讨论如何创造以体验为方向的组织。

体验营销在一个多样性的产业, 公司已经离开了传统的“特征& 利益”营销模式为他们的客户创造经验。

这种转变是向体验营销在更广泛的商业环境中产生三个同步发展的结果。

体验营销：四个关键特征图1 中指出了体验营销的关键特征（1）一个以顾客为关注焦点的经验不同于狭窄的功能特点和优点集中、体验营销重点客户的经验。

经验是经历遇到的事情或者生活中而产生的。

经验提供的感觉、情感、认知、行为和关系价值取代功能价值。

（2）一个专注于消费作为一个整体的经验体验营销不认为就只是简单的洗发水、剃须膏、吹干衣机和香水。

相反，他们认为“美容在浴室”，问他们什么产品融入这个消费现状及如何将这些产品，其包装，和他们的广告前能提高消费的消费体验。

（3）客户是理性的和情感的动物对于一个富有经验的市场营销者而言，客户受感性的和理性驱使。

也就是说,尽管消费者可能经常会做出理性选择，他们经常被情感驱使是因为消费的经历的人通常指向追求幻想、感情和乐趣。

企业服务营销策略外文文献翻译最新2016年XXX market。

simply offering high-quality products is not XXX customer service and create a strong brand image in order to XXX marketing strategies。

including customer nship management。

service n。

and service recovery。

and provides examples of XXX.摘要本文探讨了企业开发有效的服务营销策略的重要性。

作者认为，在当今竞争激烈的市场中，仅仅提供高质量的产品是不足以的。

企业必须还提供优秀的客户服务，并创建强大的品牌形象，以吸引和留住客户。

本文研究了各种服务营销策略，包括客户关系管理、服务创新和服务恢复，并提供了成功实施的示例。

作者得出结论，优先考虑服务营销的企业将更好地为长期成功做好准备。

nXXX market。

XXX simply providing high-quality productsis no XXX success。

In order to stand out from the n。

XXX astrong brand image。

This requires the development of effective service marketing XXX.介绍在当今全球化和高度竞争的市场中，企业面临前所未有的挑战。

仅仅提供高质量的产品的传统方法已经不足以保证成功。

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这需要开发有效的服务营销策略，帮助企业区别于竞争对手，吸引和留住客户。

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文献出处: Majid. Marketing Strategy and Marketing Channels of Communication[J]. International Journal of Academic Research in Business and Social Sciences, 2014, 4(3): 345-360. 原文Marketing Strategy and Marketing Channels of CommunicationMajidIntroductionNowadays, services dynamic world makes marketing promotions important more than last times. A service should be designed based on the customer needs and its price is realistic. It also is necessary that the services be distributed through convenience distribution channels and be advertised among customers actively. New companies should attempt to regulate their products price appropriately and also make communicational efforts so exactly that be able to make position for them which is attractive for target market customers. Generally, the strategies can be divided into three groups including total, business, and functional strategies. The functional strategies refer to the applied attitude in a business unit for achieving companies and businesses main goals through maximizing resources productivity. Functional strategies include marketing, financial, research and development, production and operations, human resources management, and information systems. So, marketing strategy is considered as a functional strategy.Marketing strategies refer to tools which can be used for achieving goals. These strategies refer to this question “how goals can be achieved?” Marketing design success depends on the efficiency of marketing strategies. It is possible to determine a strategy for every marketing mix elements (Hart, 2003). Indeed, marketing strategy includes different variables that the company can control them or which the company can adapt itself with them so exactly that helps the organization to achieve its goals. Indeed, it is the internal facilities and authorities that can be controlled. On the other hand, demand, competition forces, distribution structure, marketing rules, and non-marketing costs are the main uncontrollable (environmental) variables. The marketing strategy controllable variables include product, price, place, distribution, people (employees), assets, process, and physical equipment.Review of literatureGenerally, marketing mix refers to the marketing managements’ main efforts. After select ing a target market, marketing managers have to develop a systematic sales plan for attracting customers and creating long-term relations with them. Marketing plan is resulted from managerial decisions in terms of marketing mix (product, price, place, and promotion). Indeed, these are the most important parameters which marketing managers allocate company’s resources for them in order to achieve sales and profit goals (Goi, 2009). Review of marketing literature reveals that 4Ps is the most acceptable marketing mix which includes product, price, place (distribution), and promotion. The concept of marketing mix has been introduced by Bourden (1950) for them first time in the frame of 4Ps (Nakhchian, 2009).The services marketing theorists study the differences between services and goods marketing. Smith pointed out that a large part of these efforts are focused on the marketing mix concept. He believes that the services marketing mix is different from good marketing mix. Indeed, he stresses that services marketing requires different decisions than goods marketing. He differentiates services marketing from goods marketing. He suggests that people (employees), physical assets, and processes are other elements of services marketing mix than goods marketing mix. In other words, Smith believes that services marketing mix consists of 7 elements including product, price, place (distribution), promotion, people (employees), physical assets, and processes (Kotler, 2004). ProductProduct refers to a marketing mix element that is related to creativity and development in the product management. Product decisions are very important, as these decisions are related to the production so that satisfy customers’ needs and wants.PricingPrice is one of the fundamental marketing mix elements. Indeed, price should is acceptable for final consumers and determines other marketing mix elements. Services price is a value that services provider make. It should have adaptability with customer perception. If a service price is very high, the customers do not use it and vice versa. In other words, if the service price is low, the customers perceive it as a low-quality and undesirable services. Many services providers offer different types of services for market segments (Kotler, 2004).PromotionPromotional plans are developed for informing target customers from company’s products.Unfortunately, some people think that the effective marketing efforts (providing appropriate services with appropriate price levels in a favorable place for s atisfying customers’ needs and wants) do not need comprehensive advertisements. Generally, promotional efforts include direct marketing, public relations, advertisements, sales promotions (Roosta et al., 2001).Marketing and advertisement professionals like talking about consumption markets, consumers, and customers. On the other hand, public relations specialists interest in publicity, audience, and stakeholders. These groups are the people who are influenced by company and also influence it. From their perspective, public relations are free from any encouragement and persuasion. Indeed, the ideal purpose of public relations is to create perception and cooperation by which two-way dialogue will be possible. Based on the definition, marketing efforts are developed in order to encourage customers and consumers for purchasing and consuming goods and services (Willcocks, 2007).PlacePlace (distribution) refers to the process of delivering products to the customers sufficiently and minimizing transportation and saving costs. In other words, place or distribution is the process of providing services in the best place and time and in a best manner.Functions of distribution channelAs indicated in the previous sections, distribution channel is a system by which products are transmitted from producers to the customers. The members of distribution channel are obligated to do the following functions:1. Information: collecting necessary information for planning2. Advertisement: preparing and broadcasting persuasive information about products3. Contact: finding and contacting potential buyers.4. Adaption: forming and preparing products which are adaptable with buyers’ taste and desires.5. Negotiation: negotiating about price and other transaction conditions.Offensive marketingIn in the end of 20th century, marketing professionals found that the successful marketing is not the sum of marketing employees’ common and day-to-day marketing efforts. They point out that marketing is a phenomenon which consists of thoughts, actions, competition, and process ofmarketing design. Davishen (2000) suggests a modern marketing theory which is known as offensive marketing. The reason is that the common approach to marketing is a utility approach. The profit secures busin ess’ survive. This is the main factor which makes marketing efforts as the leader in every company. In order to use offensive marketing approach, it is necessary that not only the company is free from bureaucratic process and procedures, but also it is followed that a good marketing effort is possible through agility and economic capability.Nowadays, it has been forgotten, as successful marketing is creation of opportunity which derives from appropriate attitudes, organizing, and marketing techniques. This is why that offensive marketing approach offers a simple formula which refers to the implementation of fundamental marketing plans through hardworking and happy employees. The present study has been aimed to introduce aggressive, marketing approach as an effective approach is development of internal and international marketing among businesses.Offensive marketingIt is very difficult to find a sound and agreed definition of marketing. Some authors consider marketing as a price management technique and some others refer to marketing from financial perspective. There are a third group of authors who consider marketing as a combination of both previous techniques. On the other hand, some authors consider marketing as an organizational department and some others believe that marketing is the factor of sales. The consulters of Oxford Company point out that effective management of customer benefits is the best definition for marketing. It is should be remembered the construct of “customers” refers to both inter nal and external customers in which external customers are products buyers and internal ones are organizational members (employees). The concept of “customer benefits” refers to the appropriate combination of price and quality. In this regard, management is the process of acquiring or producing customer benefits in the goods and services. Although this definition of marketing, profitability of the marketing process is not referred, but the concept of effective management shows the importance of producing customer benefits.It is should be remembered that marketing is considered as an administrative function in many companies and employees of other departments do not play any role in the marketing process, as they have not any contact with external customers. Offensive marketing attempts to change this meaning so that any organizational member considers his/herself as a marketer. Inoffensive marketing approach, marketing requires that every organizational member has a role in delivering customer value by which the organization will achieve its organizational goals. In such as approach, marketing professionals have to educate other departments’ employees.Based on the offensive marketing approach, every organizational member follow two main goals. The first is increasing customer benefits which results from goods and services sale. The second is achieving higher levels of profitability more than industry’s common profit level. In this process, the offensive marketer paves the ground for pure production. Their ideal purpose is to produce goods and provide services with high quality and low price. Indeed, price and quality are the main fundamentals of customer priority. Indeed, when the company achieves the most profitability that its customer perceive a good quality with appropriate price. Undoubtedly, it is difficult to find and maintain a condition in which the company achieves the most profitability. Customer benefits are actual phenomenon which focuses on the customer’s objective criteria. Maintaining these criteria requires continuous performance improvement, as the best improvements and innovations in the products will be duplicated by competitors. As a result, competitors enter the market with better performance. On the other hand, increase in the customers’ experiences in different areas results in more expectations in them. This is why that the company will be unsuccessful, if it cannot improve its products continuously. As a result, the customers go toward competitors. It should not be forgotten that there is a significant relationship between satisfying customers’ needs and wants and company’s profitability. In other words, customers’ loyalty to products is a gift that the customer gives to the organization. It can be seemed that the companies with higher levels of customer loyalty achieve more profitability. It is should be remembered that both internal and external customers evaluate the products based on a single criterion: “are the products satisfy the customers’ needs and wants?” customer satisfaction has a deeper meaning in offensive marketing literature. Indeed, it refers that the company should adapt its strengths with appropriate market opportunities in a best manner. Also it refers that the company should do its efforts with low costs in order to satisfy its customers’ needs and wants. Indeed, business should consider themselves as the customers’ agent. The most important competitive advantage of Japanese companies such as Toyota is their capability in creating and maintaining customer benefits. Th e phrase of “achieving high profitability” means that the businesses should be able to better than their competitors in terms of main criteria such as sales,return on investment, and economic added-value. It is the customer benefits that make customer loyal to the company. Offensive marketing focuses on the long-term growth management. If a company invests in producing goods and providing services in accordance with customers’ needs and wants continuously, it will be able to improve its customers’ benefits and achieve its short-term and long-term goals.译文营销策略和营销沟通渠道马吉德引言如今,服务动态的世界使市场营销活动的重要重要性扩大了一倍以上。

本科生毕业设计（论文）外文翻译学院：商贸学院学号： *********专业班级：市场营销1301班学生姓名：**指导教师：**年月日Marketing Channels and Value NetworksMost 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 ChannelsA marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management faces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets.The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse itemand product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and supportChannel DevelopmentA new firm typically starts as a local operation selling in a fairly circumscribed market using existing intermediaries. The number of such intermediaries is apt to be limited: a few man ufacturer’s sales agents a few wholesalers several established retailers a few trucking companies and a few warehouses. Deciding on the best channels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.International markets pose distinct challenges. Customers shopping habits canvary by countries and many retailers such as Germany's Aldi the United Kingdoms Tesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1 MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.In short the channel system evolves as a function of local opportunities and conditions emerging threats and opportunities company resources and capabilities and other factors. Consider some of the challenges Dell has encountered in recent ye ars.Hybrid ChannelsToday’s successful companies are also multiplying the number of quot go-to-market quotor hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. large accounts outbound telemarketing to sell to medium-sizedaccounts direct mail with an inbound number to sell to small accounts retailers to sel l to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors:the pr ice product assortment and convenience of a channel option as well as theirown particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must be aware that different consumers have different needs during the purchase process.Researchers Nunes and Cespedes argue that in many markets buyers fall intoone off our categories.Habitual shoppers purchase from the same places in the same manner over time. High-value deal seekers know their needs and quot channel surf quot a great dealbefore buying at the lowest possible price.Variety-loving shoppers gather information in many channels take advantageof high touch services and then buy in their favorite channel regardless of price. High-involvement shoppers gather information in all channels make their purchase in a low- cost channel but take advantage of customer support from a high-touch channel.One study of 40 grocery and clothing retailers in France Germany and theUnited Kingdom found that retailers in those countries served three types of shopper s:1. Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided .2. Price/value customers who wer e most concerned about spending their money wisely .3. Affinity customers who primarily sought stores that suited people like themselves or the members of groupsthey aspired to join. As Figure 15.1 shows customer profiles for these types of retailers differed across the three markets: In France shoppers placed more importance on service and quality in the United Kingdom affinity and in Germany price and value.Even the same consumer though may choose to use different channels for different functions in making a purchase. For instance someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels dependin g on the particular types of goods involved. Some consumers are willing to quot trade upquotto retailers offering higher-end goods such as TAG Heuer watches or Ca lla way golf clubs these same consumers are also willing to quot trade down quot to discount retailers to buy private-label paper towels detergent or vitamins. Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a l inear view of the flow. The company should first think of the target market howeve r and then design the supply chain backward from that point. This view has been cal led demand chain planning. North westerns Don Schultz says: quot A demand chai n management approach doesn’t just push things through the system. It emphasize s what solutions consumers are looking for not what products we are trying to sell th em.Quot Schultz has suggested that the traditional marketing quot four Ps quot be replaced by a new acronym SIVA which stands for solutions information value and access.An even broader view sees a company at the center of a value network-a systemof partnerships and alliances that a firm creates to source augment and deliver its offerings. A value network includes a firms suppliers and its suppliers suppliers an diets immediate customers and their end customers. The value network includes valu ed relations with others such as university researchers and government approval agencies.Demand chain planning yields several insights. First, the company can estimate whe ther more money is made upstream or downstream, in case it might want to integrate backward. or forward. Second, the company is more aware of disturbances anywher e in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carry on faster and m ore accurate communications, transactions, and payments to reduce costs, speed up information, and increase accuracy. With the advent of the Internet, companies are fo rming more numerous and complex relationships with other firms.Managing this value network has required companies to make increasing investment s in information technology and software. They have invited such software firms as SAP and Oracle to design comprehensive enterprise resource planning systems to m anage cash flow, manufacturing, human resources, purchasing, and other major funct ions within a unified framework. They hope to break up department silos and carry o ut core business processes more seamlessly. Marketers, for their part, have traditiona lly focused on the side of the value network that looks toward the customer. In the fu ture, they will increasingly participate in and influence their companies’ upstream ac tivities and become network managers, not only product and customer managers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。

文献出处：Adeosun L P K, Ganiyu R A. Experiential Marketing: An Insight into the Mind of the Consumer[J]. Asian Journal of Business and Management Sciences, 2012, 2(7): 21-26.原文Experiential Marketing: An Insight into the Mind of the ConsumerLadipo Patrick Kunle Adeosun，Rahim Ajao Ganiyu ABSTRACTExperiential Marketing is the process of engaging customers with in-depth experiences of the product or a brand. It can also be termed as a live marketing engagement where there is a face to face interaction between the consumer and a product or a brand. Its purpose is to appeal to the emotional senses of the customers and to influence their choice decision. This paper aims at investigating consumer's response to retail experiential marketing. As a descriptive and explanatory study, it establishes a connection between consumer lifestyle and behavior in modern retailing and how it affects customer satisfaction. The paper suggests various characteristics and specifications that a retail outlet should have in order to appear most appealing to the consumer and create an experimental touch in the entire retailing process. Keywords:Shopping experience, customer, experiential marketing, customer satisfaction, emotional attachment.1 INTRODUCTIONIn recent years, there has been increased interest in building and enhancing customer experience among researchers and practitioners. Companies are shifting their attention and efforts from premium prices or superior quality to memorable experiences. Also, the value created by memorable or unique customer experiences and emotions exert significant impact on organizational performance in terms of customer satisfaction, retention and loyalty. Experiential marketing is the new approach which views marketing as an experience and treats consumption like a total experiment, by taking cognizance of the rational and emotional aspects ofconsumption using eclectic methods.We are in the era of …experience economy‟ and the main concern and preoccupation of proactive organization is how to create total experience and unique value system for customers, which necessitate the need to understand the life of customer from perspective of their shopping experience. Experiences is inherent in the mind of everyone, and may result into physical, emotional, and cognitive activities which invariably may generate strong feelings that the customer might take away. Experience tends to come from the interaction of personal minds and events, and thus no two experiences may be the same in any occasion (Schmitt, 1999).Schmitt (2003) distinguishes between five types of experience that marketers can create for customers to include; sensory experience (sense), affective experience (feel), creative cognitive experience (think), physical experience, behaviors and lifestyles (act), and social-identity experience, all relating to a reference group or culture (relate). The author posits that the ultimate goal of experiential marketing is to create holistic experience that seek to integrate all these individual types of experiences into total customer experience.According to Pine and Gilmore (1999), economic development is generating a new and dynamic era of experiences, which challenge the traditional sales approach focusing on product sales and service offering. And in order to enhance consumers' emotional connections to the brand and provide a point of differentiation in a competitive oligopoly, retailers have turned their attention to creating memorable retail experiences, which try to appeal to consumers at both physical as well as psychological levels.The emergence and spread of shopping malls, supermarkets and hypermarkets in both developed and developing countries, heightened competition for consumers‟ spendable or discretionary incomes. There are therefore more choices available for consumers than ever before. In such a situation retailers seeks to develop business strategies that focus on creating and maintaining customers, by offering customers a differentiated shopping experience.The term "Experiential Marketing" refers to actual customer experience with theproduct/service that drive sales and increase brand image and awareness. When done right, it's the most powerful technique to win brand loyalty. Olorunniwo et al., (2006) concluded that customer experience is related to behavioral intentions and connecting the audience with the authentic nature of the brand is one of the prime goal of experiential marketing. This is achieved through participation in personally relevant, credible and memorable encounters.Shopping has been considered a search process where shoppers would like to ensure that they make the right decisions. In addition, they also intend to derive emotional satisfaction (Tauber, 1972). It has been found that a high level of brand awareness may not translate into sales. Proactive organization should consider every visit of the shopper as a distinct encounter and a moment of truth. Unless the interaction is satisfactory, the next visit may not guaranteed. Therefore, if the store does not provide a compelling reason for a repeat patronage, the amount of purchase per visit may likely decline (Zeithaml, 1998).The growing significance of experiential marketing has resulted into diverse and fascinating study on the concept (e.g. Csikzentmihalyi, 1997; Schmitt 1999; Pine and Gilmore 1999; Holbrook, 2000; Arnould et al., 2002; Caru and Cova, 2003 to mention a few). However, the dynamics of consumer behavior have necessitated the need for more papers. With few exceptions, the existing experiential retail literature has focused mainly on the isolated testing of static design elements (i.e. atmospherics, ambient conditions, and services cape architecture) of retail stores (Turley and Milliman, 2000). McCole (2004) in particular recognizes this dearth of academic research in the areas of experiential and event marketing as an indication of the division between academia and business and calls for marketing theory in these areas to be more closely aligned with practice.Similarly, Gupta, (2003) identified a lack of systemic body of knowledge and conceptual framework on which to base scientific inquiry as a key tenet of experiential marketing. The current study seeks to address some of these gaps in the literature. In consequence this paper aims to gauge consumers' responses to experiential marketing in modern retail outlets and analyze the effect of experientialmarketing on consumer behavior.2. CONCEPTUAL BACKGROUNDExperience as defined within the realm of management is a personal occurrence with emotional significance created by an interaction with product or brand related stimuli (Holbrook and Hirschman, 1982). For this to become experiential marketing the result must be “something extremely significant and unforgettable for the consumer immersed in the experience” (Car u and Cova, 2003, p. 273). According to Schmitt (1999) experiential marketing is how to get customers to sense, feel, think, act, and relate with the company and brands. Customer satisfaction is a key outcome of experiential marketing and is defined as the “customer fulfillment response” which is an evaluation as well as an emotion-based response to a service. It is an indication of the customer‟s belief on the probability or possibility of a service leading to a positive feeling. And positive affect is positively and negatively related to satisfaction.Experiential marketing involves the marketing of a product or service through experience and in the process the customer becomes emotionally involved and connected with the object of the experience (Marthurs, 1971). A well designed experience engages the attention and emotion of the consumer, and becomes memorable and allows for a free interpretation, as it is non-partisan (Hoch, 2002). In contrast to traditional marketing which focuses on gaining customer satisfaction, experiential marketing creates emotional attachment for the consumers (McCole, 2004). The sensory or emotional element of a total experience has a greater impact on shaping consumer preferences than the product or service attributes Zaltman (2003). The benefits of a positive experience include the value it provides the consumer (Babin et al., 1994; Holbrook, 1999) and the potential for building customer loyalty.Experiential retail strategies facilitate the creation of emotional attachments, which help customers obtain a higher degree of possessive control over in-store activities (Schmitt, 2003). These strategies allow consumers to become immersed within the holistic experience design, which often creates a flow of experiences. Affective reaction based on an interaction with an object can be described as a person‟s subjective perception or judgment about whether such interaction willchange his or her core affect or his or her emotion toward the object. Cognitive reaction toward interacting with the object involves cognitive reasoning or appraisal, and is a consumer assessment of the purchase implications for his/her well being. Cognitive and affective reactions towards an object can be quite different, for example: one might appraise taking garlic as good and useful for one‟s health, nevertheless, one can at the same time consider it unpleasant due to its smell and taste.Experiential events can turn out to create both consumer and consumption experiences and can by far more effective in attaining communication goals. Caru and Cova (2003) conceptualization of experience, and Csikzentmihalyi (1997) experience typology and 7 …I‟s of Wood and Masterman (2007) may serve as a useful framework for evaluating the effectiveness of an event by developing measures that relates to the level of challenges, newness, surprise, and matching it with the audience‟s prior experience and skill level. However, the usefulness of measuring these attributes of the event depends upon the assumption and belief that an event that is strong in those attributes will effectively create a memorable and potentially behavior changing experience.The strategic experiential marketing framework consists of five strategic experiential models which create different forms of experience for customers. The five bases of the strategic experiential modules are: (1) Sensory experience: the sensory experience of customers towards experiential media includes visual, auditory, olfactory and tactile response results. (2) Emotional experience: the inner emotion and sense of customers raised by experience media. (3) Thinking experience: customers' thoughts on the surprise and enlightenment provoked by experience media. (4) Action experience: is the avenue through which experience media, linked customers so that they can acquire social identity and sense of belonging. (5) Related experience for customers: is actualizes through the experience of media production links, and to social recognition.3 METHODOLOGY AND METHODSThis study, being descriptive and explanatory, utilized secondary sources of information. Secondary information is a good source of data collection anddocumentation that cannot be under-estimated as it provides necessary background and much needed context which makes re-use a more worthwhile and systemic endeavour (Bishop, 2007).4. DISCUSSION AND CONCLUSIONSThe retailing business is constantly changing and experiencing huge trends due to changing consumer tastes, consumption patterns and buying behaviors. As a result of the changing con sumer shopping ecosystem, retailers‟ ability to sell its merchandise, depends largely on the strength of its marketing mix elements and ability to create a rewarding and fulfilling experiences for customers.Traditional marketing strategies focusing on price or quality are no longer a source of differentiation and competitive advantage. Researchers advocate that one of the main routes to successful differentiation and competitive advantage is a much stronger focus on the customer (Peppers and Rogers, 2004). Shopping involves a sequence of '‟see–touch–feel–select'‟ and the degree to which a shopper follows the whole or part of this process varies with brand, product category, and other elements of the marketing mix.Experiential marketing evolved as the dominant marketing tool of the future (McNickel, 2004). Companies have moved away from traditional “features and benefits” marketing, towards creating experiences for their customers (Williams, 2006). Experiential marketing has evolved as a response to a perceived transition from a service economy to one personified by the experiences, for instance, Williams (2006, p.484) argues that “modern economies are seen as making a transition from the marketing of services to the marketing of experiences, all tourism and hospitality offers acts of …theatre‟ that stage these experiences”.From now on leading edge companies, whether they sell to consumers or businesses, will achieve sustainable competitive advantage by staging experiences which include personal relevance, novelty, surprise, learning and engagement (Schmitt, 1999; Poulsson and Kale (2000). Undoubtedly, consumers now desire experiences and, in order to fully capitalize on this, business must deliberately orchestrate and engage in offering memorable experiences that create value andultimately achieve customer loyalty.译文体验营销: 洞察消费者的消费心理帕特里克；拉希姆摘要体验营销是通过提供深入的对产品或品牌体验过程来吸引客户。

外文翻译原文Material Source: Marketing management Author: Philip Kotler Enterprise in before fixing price must first define goals. Pricing goals for the enterprise marketing goals as the foundation, is the enterprise choose pricing method and pricing strategy based on it. Because pricing goal is to the enterprise marketing objectives and service, so, just as marketing target can be realized through various channels, enterprise as the pricing goals also have a variety of.(a) at a profit for pricing goalsPrice prep above cost, obtain the operation profit is any enterprise business activities of the basic objectives. And can obtain the expected profits is depends largely on the sale price formulation. So get proper profits will become the most common pricing goals. According to the enterprise to profit expectations different levels, profit pricing target can divide again appropriate profit pricing (or said that target profit pricing) and maximum profit pricing.Appropriate profit pricing is the enterprise of a product and service pricing enough to ensure its reach an established goals margin of profit or target profit margins. Use this pricing target companies is commonly prescribed according to investment profit margins, then calculate unit product profit margin, add it to the cost of the product, will become the product sale price. Use this pricing goal, must pay attention to two questions.1, want the determination of reasonable profit margins. Say commonly, expected profit margins should be over the bank deposit interest rates, but cannot too tall, set the price too high consumer cannot accept it.2, use this pricing target must satisfy certain conditions, namely, its products are popular product, afraid of competition. Otherwise, the product sells do not go out, expected investment profits cannot be achieved.Maximum profit pricing is the enterprise to expect through making a higher price, thus rapid maximising profits pricing goals. Use this pricing target the enterprise, its product is much in absolute advantage position. For example enterprise new product listings want rapid recovery of investment, and obtain upprofits with competitors launchs price competitive advantages, and use this target pricing. Of course a maximum profit pricing also include the enterprise's products and services in a particular situation cannot rapidly investment recovery, while the maximum profit is shown for higher than the maximum limit accrual variable cost.Profitability targets were divided into short-term profit target and long-term profitability targets two kinds. In the current market competition is not very intense and market demand have not been able to get better satisfy the conditions, high price level may help enterprises to achieve the goal of short-term profit. But high price level and the profit level may also rapidly leads to a lot of competitors, thus the enterprise faces serious in the future, to the detriment of enterprise competitive situation of long-term profitability targets. Therefore, even at maximising profits for pricing, the target price height also should be appropriate. Enterprises should focus on long-term profitability targets, take into account the short-term profits target. Because from a long-term perspective, the enterprise pursue maximum profit will make its unceasingly raises the technical level, improve management, in order to win in competition, this to enterprise, to society, and the consumers are beneficial. While the enterprises if only immediate interests, even do anything to the pursuit of the highest profit make the enterprise prestige damage instead of developing could eventually even short-term profit also difficult to achieve, even if lucky can realize, because enterprise not solid foundation and make the entire business failure.(2) to expand sales target for pricingSometimes enterprise will set the price target the main focus on product sales expand. As in new products just come into the market phase, only rapidly expand sales just may form scale effect, leading to a decline in the cost of product. So enterprise unfavorable will aim too high profits, and should through the market can accept the price quickly open markets.In addition, the product the maturity and recession, in order to quickly close-out, products structure transform, sometimes with can promote sales price strategy to attract customers.(3) to market share for pricing goalsNamely, from the Angle of enterprises occupy the market to develop commodity pricing goals. Market share for the height, the discretion of the price has very big effect. Market share include absolute and relative share and share is a reflection of the enterprise market position is an important index, affect the enterprise market image and profitability. With the same kind of enterprise or aproduct is high, market position, and suggest that in the process of competition, the enterprise has certain advantages. Mean enterprise production and sales of the large scale, even in unit profit level is not high, under the situation of enterprise still has strong profitability, Conversely, the market share is very low, it may mean enterprise has no obvious advantages, and may even in very dangerous position. Even unit profit level is high, but in the production JingYingLiang limited circumstances, profitability is still limited. Therefore, many enterprises often use price means, tries to maintain or expand its market share. In the existing production and sales basis, still have bigger expansion potential, costs also have certain decline space, and the price of the product demand elasticity and higher enterprise, but also often use reduction method, expanded its market share.But in using this pricing goal must also be careful consideration, hold. Because by low price strategy to expand market share, it would be demand has increased dramatically. Therefore, the enterprise must have plenty of commodity supply, otherwise, because demand and cause potential competitors to step in, but this can damage the enterprise's interests.(4) to improve image for pricing goalsNamely the price for determining the specific image of enterprise performance means pricing goals.The price is consumer behavior and its product pretest-posttest judgment enterprise one of the important factors. An enterprise's pricing and consumer services provided to the value of the enterprise in proportion coordination, consumer's mind is relatively easy to establish honesty in the image, conversely, enterprise with pure profit pricing, even to obtain profits for motivation, quality and price with discrepancies, or unqualified and high price, the enterprise will be difficult to establish the good image. For example, and product strategy suitably, appropriate pricing can also play a role in establishing strengthened enterprise image feature role. For high-grade commodity prices, help define formulated high grade product image, attract specific target market customers; Appropriate use of low-cost or discount helps enterprises set up "civilian enterprise", with the general public as its service target's enterprise image. For example, intense price competition often make between enterprise ", "from short-term see internecine may be brought to consumer benefits, but must be destroyed the market supply and demand normal pattern, in the long run will eventually brought to consumer disaster. In that case, if the enterprise to stabilize the market price make efforts and achievements have beenmade of words, will in the society to establish its industry important leader.(5) in coping with competition for pricing goalsThat is to say, the enterprise by obeying competition need to make price pricing goals.Say commonly, the behavior of enterprise to competitors are highly sensitive, especially when the opposition pricing strategy. In fact, in the fierce market competition situation, the enterprise is in pricing metropolis before study carefully the competitor's products and price, and then consciously through own pricing target to deal with rivals. According to the enterprise, the general different conditions had the following four cases:1. strength of weak enterprise, can use the same price with competitors or slightly lower than competitors price to sell products method.2. strength strong enterprises, and to expand market share, can be made less than competitors price to sell products method.3. chaozhou is strong, and have the special technology or product quality or for consumers provide more services enterprises, can use than competitors selling products method. The price4. in order to prevent others to join the ranks of the enterprise competition similar products, with a certain conditions, it is usually adopted the beginning price is very low method, forcing weak enterprise withdrawing from market or block opponent to enter the market.In actual work, more than five kinds of pricing target some used alone, sometimes also can cooperate to use. Enterprise decides the price target is, of course, also want by enterprise flexibility.译文资料来源：营销管理作者：菲利普·科特勒企业在定价之前必须首先确定定价目标。

注：表格栏高不够可自行增加。

此表由指导教师在毕业设计（论文）工作开始前填写，每位毕业生两份，一份发给学生，一份交院（系）留存。

毕业设计（论文）开题报告注：理工类学生偏重于对课题相关知识的理解和实施方案的框架结构，文管类学生偏重于对文献资料的理解与综述。

表格栏高不够可自行增加。

毕业设计(论文)外文资料翻译院系商学院专业市场营销学生姓名班级学号外文出处Christian Gronroos. From scientificmanagement to service management.International Journal of ServiceManagement, 1994, 5(1) 5~20附件：1.外文资料翻译译文（约3000汉字）；2.外文资料原文(与课题相关的1万印刷符号左右)。

附件：1.外文资料翻译译文（约3000汉字）服务营销“服务营销”是一种通过关注顾客，进而提供服务，最终实现有利的交换的营销手段。

实施服务营销首先必须明确服务对象，即“谁是顾客”。

像饮料行业的顾客分为两个层次：分销商和消费者。

对于企业来说，应该把所有分销商和消费者看作上帝，提供优质的服务。

通过服务，提高顾客满意度和建立顾客忠诚。

服务营销的一般特点：（1）供求分散性服务营销活动中，服务产品的供求具有分散性。

不仅供方覆盖了第三产业的各个部门和行业，企业提供的服务也广泛分散，而且需供方更是涉及各种各类企业、社会团体。

（2）营销方式单一性有形产品的营销方式有经销、代理和直销多种营销方式。

有形产品在市场可以多次转手，经批发、零售多个环节才使产品到达消费者手中。

服务营销则由于生产与消费的统一性，决定其只能采取直销方式，中间商的介入是不可能的，储存待售也不可能。

（3）营销对象复杂多变服务市场的购买者是多元的、广泛的、复杂的。

购买服务的消费者的购买动机和目的各异，某一服务产品的购买者可能牵涉社会各界各业各种不同类型的家庭和不同身份的个人，即使购买同一服务产品有的用于生活消费，有的却用于生产消费，如信息咨询、邮电通讯等。

全渠道营销外文翻译中英文2020英文Reconceptualizing Integration Quality Dynamics for Omnichannel MarketingTasnim Hossain, Shahriar Akter,etcAbstractOmnichannel marketing, the notion of seamless integration between channels to provide consistent service experience for customers, has become one of the most crucial aspects of multichannel management for companies in recent years. Although many companies have embraced omnichannel strategies, there remains a gap of understanding factors influencing integration quality (INQ) within all these channels. Drawing on omni and multi channel services research, this paper develops and validates the dimensions and sub-dimensions of omnichannel integration quality. This research further examines how the perceived INQ impacts cross-buying behavior and customer value in an omnichannel environment. This research is based on 20 in-depth interviews, two focus group discussions (n = 18) and 301 survey data from multichannel banking customers in Australia. PLS path modeling was used to test hypothesized relations and validate the hierarchical INQ model and its effects on outcome constructs. The findings of this research confirm that INQ is a hierarchical construct consisting of four primary dimensions and ten sub-dimensions. Furthermore, this research provides evidence of cross-buying intentions as a behavioral outcome of INQ, which acts as a partial mediator between INQ and perceived value.Keywords: Service quality, Integration quality, Cross-buying intention, Omnichannel marketing, PLS hierarchical model1. IntroductionResearch on omnichannel management is gaining momentum as reports show implementing an omnichannel system results in 250% higher purchase frequency, 13% more order value, 90% higher customer retention, and 13.5% more engagement rate compared to a single-channel system (Collins, 2019). At Myer, one of Australia's largest department stores, omnichannel implementation resulted in a 41.1% increasein online sales in 2017 (Cameron, 2017). In a B2B context, Hansen and Sia (2015) showcase the importance of omnichannel strategy using insights of Hummel, a Denmark based sports and lifestyle apparel. Hummel's omnichannel strategy is built on a B2B network of distributors, licensed partners, and online-offline retailers. Developing an omnichannel strategy helped Hummel to increase its total sales from $170 million in 2010 to $240 million in 2013 (Hansen & Sia, 2015). Additionally, its online sales grew from 5% to 21% from 2010 to 2013.Customers nowadays use several channels such as physical stores, websites, direct mail and catalogs, social media sites, review sites, call centers, mobile devices, kiosks, home services, networked appliances, and so on to complete even a single purchase. Omnichannel management refers to the integration of all these channels of a firm and customer touchpoints, which ultimately results in customer satisfaction through a seamless service experience. Recent academic studies on channel management has focused on omnichannel marketing, where definitions (Rigby, 2011; Verhoef, Kannan, & Inman, 2015), dimensions involving omnichannel system has been discussed.Despite its importance, there is little evidence of the effect of omnichannel on firms and customers. Specifically, there is a paucity of studies in regards to the integration of various channels and their effects on customers (Banerjee, 2014; Trenz, 2015). Although integrated/seamless experience of using various channels is one of the vital foundations of omnichannel marketing (Huré et al., 2017; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Verhoef et al., 2015), the extant literature often used a siloed approach in this stream by viewing offline and online channels separately (Herhausen, Binder, Schoegel, & Herrmann, 2015; Huréet al., 2017). This siloed approach is no longer appropriate as customers frequently use more than one channel these days. A recent study reports that organizational silos are still the most significant barriers in creating a customer-centric business (Harvard Business Review Analytic Services, 2018). For example, H&M reported a loss of its share price in late 2017 which was mainly because of the lack of online-offline integration and customer dissatisfaction resulting from inconsistent information between channels (Sharma,2017). Other retailers such as Debenham, and Marks and Spencer announced store closure due to being unable to change store portfolio (O'Grady et al., 2018). Hence, integration of physical and virtual channels through omnichannel service delivery is the key to the enhanced service quality (Rizzi & Taraporevala, 2019).To address the critical issue of integration within channels, several studies suggest integration quality (INQ) or synchronizing service elements within channels as the key to rendering seamless experience (Banerjee, 2014; Montoya-Weiss, V oss, & Grewal, 2003; Sousa & V oss, 2006). However, despite its importance, addressing integration quality (INQ) of omnichannel services remains fragmented and mostly conceptual. Only a few studies have conceptualized and tested dimensions of integration quality (Hsieh et al., 2012; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016). The findings of these studies make it apparent that there remains scope for developing and validating an integration quality model in the context of omnichannel services delivery. Additionally, there is a lack of studies investigating the effects of INQ on cross-buying intention and perceived value. Whereas cross-buying intention refers to customers' intent to purchase additional products from the same firm (Kumar & Venkatesan, 2005), perceive value refers to the perception of net benefit against the cost associated with receiving a service (Zeithaml, 1988). To address these gaps, we utilize dynamic capabilities theory (Helfat et al., 2009; Teece, Pisano, & Shuen, 1997) to relate integration quality with dynamic capabilities and put forward the research questions: What are the dimensions of omnichannel integration quality and how does this quality perception determine cross-buying intentions and perceived value?2. Literature review2.1. Omnichannel marketingThe disruptive change brought by smartphone and other mobile devices (Shankar, Venkatesh, Hofacker, & Naik, 2010) has induced customers to expect more enriched and seamless shopping experience in terms of channel scope (increasing number of channels and touchpoints) and focus (the overall customer brand experience) (Picot-Coupey et al., 2016). In this context, research progressed to multichannelintegration or cross-channel retailing (Bendoly, Blocher, Bretthauer, Krishnan, & Venkataramanan, 2005; Cao & Li, 2015) and, recently, to omnichannel retailing (Brynjolfsson et al., 2013; Rigby, 2011; Verhoef et al., 2015). Rigby (2011, p. 67) first coined the term Omnichannel retailing to address the current and rapid proliferation of digital retailing by defining omnichannel as “an integrated sales experience that melds the advantage of physical stores with the information-rich experience of online shopping.” Verhoef et al. (2015, p. 176) define omnichannel management as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized.”. Omnichannel is n ot just simultaneous use of channels; instead, it is the integration of all available channels within a company (Lazaris & Vrechopoulos, 2014). Also, Levy, Weitz, and Grewal (2013) define omnichannel as a coordinated offering using all the channels of a retailer to provide a seamless customer experience. Brynjolfsson et al. (2013) foresee omnichannel marketing as an experience which will diminish the distinction between online and offline channels and turn the world into a showroom without walls.2.2. Integration quality and its dimensionsAs discussed earlier, the notion of integration is of utmost importance for omnichannel marketing. Service quality research has addressed the issue of channel integration within the multichannel environment and termed it as integration quality (INQ) (Banerjee, 2014; Lee et al., 2019; Sousa & V oss, 2006). These studies of INQ argue a firm which provides services through multiple channels may have a good level of physical and virtual quality. However, because of the inconsistencies between the channels, the overall quality perception may be less. Due to this phenomenon, Sousa and V oss (2006, p. 365) suggest INQ as a significant factor of multichannel services and is defined as “the ability to provide customers with a seamless service experience across multiple channels.” The focus of INQ is to capture the essential characteristics of physical and virtual channels as a whole and to provide a consistent customer experience through all the channels that a company utilizes.Although there is a dearth of research conceptualizing INQ, several views ondimensions and consequences of integration quality exist. The earliest conceptualization of channel integration by Saeed, Grover, and Hwang (2003)propose informational integration; content integration; and logistical integration as value-added services to create synergy between click and mortar stores. Similarly, several studies have discussed strategies for companies to ensure a well-integrated channel system (Bendoly et al., 2005; Berman & Thelen, 2004; Neslin et al., 2006; Payne & Frow, 2004). These studies do not focus on service quality of multichannel services; instead, propose the directions and strategies to create a synchronized multichannel system.Sousa and V oss (2006)’s researc h is among the first studies to address multichannel service quality. They coined the term integration quality within service quality literature and proposed specific dimensions of INQ. Dimensions of INQ suggested by Sousa and V oss (2006) include channel-service configuration and integrated interactions. Furthermore, Sousa and V oss (2006) propose breadth of channel choice and transparency of the existing channel-service configuration as sub-dimensions of channel-service configuration, while content consistency and process consistency as sub-dimensions of integrated interactions. Banerjee (2014) extends the work of Sousa and V oss (2006) by using a qualitative, case study research data from banking customers and propose two new dimensions; namely, appropriateness of channel-service configuration and transaction data and interaction data integration.Dimensions proposed by Sousa and V oss (2006) and Banerjee (2014) are conceptual, and no empirical evidence has been offered in their papers. Banerjee (2014) suggests generating scale items for a research instrument as the way forward for service quality and integration quality research. Hence, within this scope, the current study explores new dimensions and even transforms existing conceptual dimensions of previous studies to contribute to the overall knowledge of service quality literature.A few studies have addressed channel integration using quantitative analysis. Dimensions proposed by Oh and Teo (2010) are integrated product and pricinginformation, integrated transaction information, integrated promotion information, integrated information access, integrated customer service, and integrated order fulfillment. Wu and Chang (2016) purport transparency of service configuration, information consistency, process consistency, and business ties as dimensions of integration quality. Finally, Lee et al. (2019) and Shen et al. (2018) use the context of omnichannel retailing to provide empirical evidence of dimensions proposed by Sousa and V oss (2006).From the above literature, this study has identified that only a few dimensions of INQ have been conceptualized and empirically validated in the context of multichannel and omnichannel marketing. There is a scope of conceptualizing and providing empirical evidence of new dimensions such as privacy, security, system consistency, service recovery, image consistency, system consistency and so on, which have not been addressed within multichannel or omnichannel services in prior studies. Furthermore, the extant literature on INQ focuses only on two channels, i.e., physical and website. There is a scope to address INQ considering mobile as a separate channel, as defined by omnichannel management.2.3. Outcome of integration quality, cross-buying intentions and perceived valueSeveral articles have discussed different behavioral outcomes due to the integration of channels. Integration quality leads to perceived value (Oh & Teo, 2010; Wu & Chang, 2016), purchase intention (Herhausen et al., 2015; Wu & Chang, 2016), sales growth (Cao & Li, 2015), overall satisfaction (Hammerschmidt, Falk, & Weijters, 2015), search intentions (Herhausen et al., 2015), and loyalty (Schramm-Klein, Wagner, Steinmann, & Morschett, 2011). Within the omnichannel context, channel integration has been found to impact omnichannel usage intentions (Shen et al., 2018), customer engagement, repurchase intentions and positive word-of-mouth (Lee et al. Collins, 2019).From the above analyses, it is apparent that only a few behavioral aspects have been analyzed in the context of channel integration. There is a scope to conceptualize other behavioral aspects as outcomes of INQ. According to Banerjee (2014), the measure of consumer perception on integration quality has not been addressedadequately.Research has indicated the possible relation of service quality with cross-buying intention and customer value (Kumar & Venkatesan, 2005). Cross-buying is defined as the total number of different products that a customer has brought from a business, calculated from the first purchase (Kumar, George, & Pancras, 2008). Reinartz and Kumar (2003) argue that cross-buying is related or unrelated sets of products or services that a customer buys from a firm. From a service marketing point of view, cross-buying is purchasing additional products from the same service provider (Ngobo, 2004). Several multichannel studies have focused on cross-buying intentions as service quality perception influenced by multichannel services (Kumar & Venkatesan, 2005; Neslin et al., 2006).In an omnichannel setting, cross-selling is more applicable as a retailer's various channels are leveraged for the selling purpose. This leads to a convenient shopping experience for shoppers. Customers feel more satisfied as they can purchase additional items from a trusted retailer, which saves their time and enhances the overall shopping experience. One omnichannel customer experience that fits naturally with cross-selling is BOPIS (“buy online, pick up in-store”). Within this context, Cummins, Peltier, and Dixon (2016) propose further research to be conducted on omnichannel marketing efforts and analyze its results on customer retention or up- and cross-selling aspects.In addition to cross-buying intentions, there is a growing body of literature that recognizes the importance of customer's perceived value in marketing and consumer behavior literature (Overby, Gardial, & Woodruff, 2004; Reynolds & Gutman, 1988; Vinson, Scott, & Lamont, 1977). Zeithaml (1988) defined customer value as the utility that consumers receive from a product or service, perception of the net gain from what is given compared to what is received. It is the trade-off between price and quality, better described as value for money (Sweeney & Soutar, 2001). Additionally, multichannel literature has also focused on perceived value as an outcome of service quality perception (Oh & Teo, 2010; Wu & Chang, 2016).There is a lack of research that focuses on cross-buying as a service qualityperception of integration quality. Furthermore, the relation between cross-buying and perceived value is absent in extant literature. Hence, there is a scope for measuring cross-buying intention and customer value as INQ outcomes.2.4. Dynamic capabilities and dimensions of integration qualityA dynamic capability is defined as “the capacity of an organization to purposefully extend, create, or modify its resource base” (Helfat et al., 2009, p. 1). Dynamic capabilities initially appeared in the work of Teece et al. (1997) as “the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (Teece et al., 1997, p. 516). Most definitions of dynamic focus on a firm's ability to reconfigure its resources. For instance, Teece et al. (1997) define dynamic capabilities as a firm's ability to reconfigure in order to address environmental changes. While Eisenhardt and Martin (2000) argue dynamic capabilities as the processes by which a firm reconfigures its resources to respond/create changes in the market.Using the firm's resources through internal processes is the key to dynamic capability (Eisenhardt & Martin, 2000; Helfat et al., 2009). There can be different types of processes. Out of which two processes are more significant, i.e., search and selection, and configuration (Helfat et al., 2009, p. 4). Search and selection involve all processes and activities of the firm, which are related to looking for alternative solutions to a problem and identifying an appropriate solution to be able to solve the problem and share among organization's members (Zott, 2003, p. 104). On the other hand, configuration involves foreseeing how to implement a change by altering the firm's resources (Helfat et al., 2009; Zott, 2003).Based on dynamic capabilities theory, this paper suggests omnichannel integration quality dimensions as dynamic capabilities of a firm. To implement integration within channels, managers need to alter channel configurations, which is a higher-level orchestration of channels' ordinary capabilities. INQ dimensions such as process consistency, channel service configuration and so on are strategies that involve managers to extend their resources beyond ordinary channel functions. Hence, the relation between dynamic subdimensions and INQ are apparent.3. Exploratory phase: conceptual framework and hypotheses developmentBased on the analyses of all proposed dimensions within INQ literature, this study proposes a conceptual model of INQ, which includes three principal dimensions and their sub-dimensions. These are channel-service configuration (breadth of channel, transparency of channels, appropriateness of channels), content consistency (information consistency, transaction data integration), and process consistency (system consistency, image consistency).Drawing on dynamic capabilities (DCs) approach, the research model conceptualizes the three primary capabilities as second-order DCs (routines that reconfigure first-order DCs) and 8 components as first-order DCs (routines that reconfigure the organizational resource base) (Schilke, 2014).Furthermore, to build on the findings of the literature review and extend the limited knowledge of omnichannel integration quality, this study conducted a qualitative analysis. This qualitative study phase aims to: (1) Confirm the dimensions of INQ, which were identified through the literature review, and (2) Identify new dimensions of INQ.3.1. Method of qualitative researchThe qualitative research in this phase included twenty in-depth interviews and two focus group discussions (n = 18) that allow the researchers to capture the cognitive structure of users' perceptions of integration quality to ascertain how domain knowledge is linked in their mental models in terms of multichannel services usage. Appropriate ethics approval was obtained to conduct this study. Based on the objective of the qualitative research, interview and focus group participants were chosen using a convenience sample for this study. As this current study is concerned with investigating factors influencing omnichannel integration quality, the unit of analysis necessarily is at an individual level. The selection criteria included customers who hold a banking account in Australia and have used three specific channels of the bank, i.e., mobile app, website and physical branch within the last three months. This criterion ensures that all participants have experience of using multichannel of a service provider, hence, they will be able to provide valuable insights regardingfactors influencing the quality of using multichannel. Overall, participants' age ranged from 20 to 58 years old and were 42% female and 58% male.The approach in this study phase is confirmatory (deductive), therefore, a semi-structured approach to the questions was adopted. The questions were based on each construct, including the new constructs of assurance quality and value of the INQ model.3.2. Coding and mappingThe interviews were recorded, transcribed, and examined using Nvivo and manual thematic analysis (Dagger, Sweeney, & Johnson, 2007; Lincoln & Guba, 1985). The primary responses were highlighted, and causal statements were identified. Afterward, primary dimensions of INQ were obtained based on the discussion and excerpts. To identify the recurring themes under relevant primary dimensions, the excerpts were analyzed by two academic judges to calculate inter-rater reliability using Nvivo and Microsoft Excel. The inter-rater reliability was 0.82 passing the cut-off point of 0.70 (Straub, Boudreau, & Gefen, 2004).3.3. ResultsFirst, our theoretical framework is based on several seminal articles on integration quality (Banerjee, 2014; Oh & Teo, 2010; Sousa & V oss, 2006). This research identified three dimensions and their subdimensions as discussed earlier. Through the qualitative data analysis, the fourth dimension of omnichannel integration, i.e., assurance quality and its sub-dimensions: privacy, security, and service recovery accessibility, are identified as factors influencing INQ. The qualitative analysis played a vital role in confirming the dimensions and subdimension. We further used q-sorting of two experts (interrater reliability scores) to confirm which subdimensions were part of which dimensions that is explained below and discussed earlier.中文重新概念化全渠道营销的集成质量动态Tasnim Hossain，Shahriar Akter等摘要全渠道营销，即渠道之间无缝集成以为客户提供一致的服务体验的概念，已成为近年来公司多渠道管理最重要的方面之一。

Marketing(From: Sun Kun of Accounting English, 2008.)Marketing is a group of interrelated activities designed to identify consumer needs and to develop,distribute,promote,and price goods and services to satisfy these needs at a profit.Whether an organization is large or small,whether it produces a product or provides a service,its long-range future is linked to successful markting practices.The old saying "Build a better mousetrap and the world will beat a path to your door"is not true. "They" must need the product,know about it,be able to get it when and where they want it,and be able to afford it.Marketing provides the means to make the organization successful in the long run.1.The Marketing ConceptMarketing was unheard of in the early 1900s. This period can best be described as one where far more people needed consumer goods than companies were able to manufacture.This intense demand on manufacturing led to organizations dominated by production management. Companies had a production orientation: where the number one priority is to produce a good to keep up with demand. All energies and talents were laced in the production function. Selling a good was incidental; determining consumer needs was unheard of.As manufacturers increased their production capabilities,the supply of goods available increased and inventories of goods developed. An emphasis on selling occurred. This need to sell led to a sales-dominated company-a sales orientation,whereby the energy of the company is focused on selling the products produced. The salespersio's job:(1)to make the desires of the consumers "fit"the products the company manufactures and (2)to convince the consumer to buy. The company's goal:to"send the out full and bring it back empty."As more producers began competing for consumer dollars by making such high-demand products as automobiles,vacuum cleaners,and refrigerators,the supply of goods began to exceed the demand. Companies had to find a way to identify consumer demand.Company profits.Companies that are marketing oriented have adopted a philosophy for the firm known as the marketing concept.The marketing concept is a belief that the companyshould adopt a companywide consumer orientation directed at long-range profitability.It includes the belied that all efforts of the organization should be directed at identifying and satisfyingProduction OrientationCompanies were essentially production-oriented from the latter part of the nineteenth century to about 1920. Emphasis was placed on filling the demand for basic commodities. The typical family had little discretionary income and there was little demand for products not associated with filling those basic family requirements.Demand was usually supplied by the producer's perception of what consumers needed. Product design and product line decisions were heavily influenced by manufacturing considerations.Management attention was directed primarily toimproving production methods,increasing output,and lowering costs. Sales OrientationThe period of sales orientation covered roughly the years from 1920 to 1950.With the exception of the years of the Grat Depression ,this period was characterized by gradually rising discretionary income,emerging demand for products,increasing competition,and the expansion of distribution channels.Although product decisions continued to be dominated by what the manufacturing department wanted to make ,the role of sales became increasingly important. With the production department capable of tuning out increasing quantities of goods through mass production techniques,company success began to turn on the ability of the sales force to move inventories.Market OrientationCovering the years from about 1950 to 1970 ,this period was characterized by a continuing shift in business emphasis to understanding and reacting to changing markets.The dramatic rise in consumer discretionary income following World War II created demand for new products and services. The mobility provided by mass ownership of automobiles encouraged the development of suburbs, new shopping patterns, and changes in distribution methods. Markets became more segmented and more complex. Product life cycles shortened.With these conditions,production people no longer were in a position to determine accurately what would sell. Selling skills were no longer sufficient to overcome the problems created when products were not attuned to a more discriminant market demand. In order to provide a better fit between marketdemand and company offerings-and in order to provide for better coordination of marketing activities-companies reorganized and assigned increased responsibilities to the marketing department.Marketing took on the role of analyzing markets and interpreting the needs, and manufacturing departments. More sophisticated aproaches were developed to fulfill the traditional marketing roles of product promotion and the management of distribution channels. The role of marketing in pricing increased.And finally, the marketing department became the focal point for the development of corporate strategies needed to adjust to market change.Societal OrientationWhen managements adopted the marketing concept, they could not foresee the environmental problems or the changes in society's values that would raise questions about the market orientation philosophy. In terms of what we now know about pollution, the finiteness of raw materials, and the apparent inability of our economic system to eliminate poverty, some people question whether what is good for the individual consumer is always good for society.Increasingly, national policy-and, in turn, business policy-is tempering concern for the consumer with concern for society as a whole. Thomas A. Murphy, chairman of General Motors, addressed this dilemma when he said , "We may have let ourselves grow out of touch with the customer's need for continued satisfaction in a time of heightened expectations and the society's concern for environmental improve-ment and energy conservation."Marketing policies attuned to serving the market as the market wants to be served continue to represent modern company policy. But we are also seeing market-oriented decisions modified by societal concerns, as a result both of law and of responsible management policies.2.Channels of distributionEfficient production methods, coupled with skilful marketing ,may have ensured that we can produce goods or services cheaply and that there is a market for them. There remains the vitally important question of how we actually get our goods and services to the customer.Direct sales to CustomersThis ,of course, is the oldest form of distribution and in many trades it remains the most important. However, it can be a very awkward one in somebusinesses such as manufacturing. Customers especially private buyers, are unlikely to go to a factory to buy what they want, and manufacturing firms , at least one company seeking to sell its chains of petrol filling stations in the mid 1980s.There are other trades where producers sell directly to customers. In some cases this is because producers find it advantageous to control the final retail stage and be in a position to offer a complete service, including after-sales service,to the customer.In other industries producers may sell directly to consumers through factory shops, farm shops ,"pick-your-own" arrangements at farms,by mail order or any other scheme that business ingenuity may devise.Organized MarketsAfter direct selling ,markets represent the oldest form of trade from producer to consumer. Here we have in mind not the ratail mardets found in many towns on "market days" but the markets where producers and traders, especially the traders in commodities make their deals . These markets , located in many of the world's major trading centers , including London where most of the main British commodity exchanges are found ,bring together producers and traders who wish to buy in bulk for onward Distribution to the final customer.By commodities we mean goods such as tin, copper , zinc and other metals or bulk foodstuffs like tea, coffee, wheat and cocoa. What distinguishes commodities is that they tend to be sold on the basis of objective descriptions , such as " Brazilian coffee" or "Sri Lankan tea", rather than according to some brand name, though, of course, the experienced buyer will be able to distinguish high and low quality goods according to their source or to a wholesaler.WholesalingThe markets we have just outlined are wholesale markets . Wholesaling involves purchasing goods in large quantities from the producer or importer and selling in smaller quantities to the retailer, or sometimes, to another wholesaler or dealer. A service is provided as the producer prefers to deal with large orders and the retailer in smaller purchases. There are ,however, other services provided by wholesaling besides this 'breaking bulk.Conventional wholesaling has declined in importance in recent decades. The functions of wholesaling still have to be undertaken but are now often less important than in the past and where they remain essential are often carried out by manufacturers, or, more noticeably, by retailers. The growth of large chains inretailing has often been made possible by the incorporation of wholesaling and retailing within the one organization.Develoments in production methods, in transport and communications have all contributed to this process . When flour was sold by millers in large sacks, breaking bulk was a necessary service for small shops selling to ordinary households. Modern machines have no difficulty in packing flour in paper bags at the end of the production line. Motorway transport, the telephone and telex have brought retailer and manufacturer closer together and the wholesaler's warehousing is not always essential to bridge the gap between them. AgentsAgents may offer an alternative to wholesalers. An agent acts on behalf of another, the principal. The role of the agent in distribution is to take over the work of distribution from the manufacturer. In some ways agents may act much like a wholesaler; in other ways they may act like a retailer and sell to the final customer. Agents can be particularly important in servicing foreign markets where they have special local knowledge.FranchisingThis is a growing form of distribution. A franchise gives the sole right to serve a locality with a particular good or service. Agents often hold sole franchises.The modern trend in franchising is for producers carefully to develop and market the product, including the organization of advertising,and then to leave the retail stage to a franchised independent firm. The franchise holder normally has to pay for the franchise. In return they receive a wide range of services from the producer. The shop will be laid out according to a distinctive pattern. Special equipment will be provided,training given and exclusive supplies of materials provided.Franchising has been particularly important in some service trades such as fast foods. Its supporters claim that it combines the individual'entrepreneurship' of the independent franchise holder with the economies of large scale production, advertising and so on. It also provides a role for small firms and personal initiative in an economy which often seems to be dominated by large organizations . The system's critics claim that large producers favor it as it gives them retail outlets and retail management at very low cost. It can also lead to frustrated expectations among the franchise holders who will never truly be 'their own bosses.The marketing MixAs with all business decisions, there is no one right form of distribution andno one right approach to marketing a firm's products. Indeed a single firm may choose different ways of marketing different products. Marketing and distribution managers must choose a combination of different strategies in response to an environment in which a number of forces, many of them beyond their control, are at work. The chosen marketing mix (or market mix) of price, distribution channel, advertising and product promotion must be the result of careful analysis of the environment, the available strategies and the nature of the firms product.市场营销市场营销是一组相互关联的活动，用于确定消费者的需求并对商品和服务进行开发、分销、促销和给产品和服务定价，从而在赢利的前提下满足这些需求。

外文翻译原文What is Marketing StrategyMaterial Source: Maketing Managenent Author: Philip Kotler Marketing strategy is essentially a pattern or plan that integrates your organization's major goals, policies, and action sequences in a cohesive whole to achieve customer successMarketing strategies are generally concerned with four Ps: product strategies, pricing strategies, promotional strategies, and placement strategies. Enterprises focus on nurturing relationships with customers and management, because the relationship can also bring benefits to businesses and consumers, in fact, relationship marketing more than simply building up customer relationships, but also time and effort to develop and maintain customer Relationship between enterprise and customer contact, including social contact (such as social support), psychological link (and reputation associated with guarantees), knowledge links (based on the expertise of knowledge) and ideological links (such as the ethics of compatibility) and so several different Links. Only benefit to both business and customer relationships can be developed and sustained, can be said that relations between the income received by all parties to maintain the relationship between the main reason.The focus of marketing strategies must the objectives to be achieved – not the process of planning itself. The impact of your marketing will also be improved greatly if you can use multiple channels.Market Leadership StrategiesThe market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new customer value. You must be on the cutting edge of new technologies and innovative business processes. Your customer value proposition must offer a superior solution to a customers' problem, and your product must be well differentiated.SWOT Analysis: Questions To AnswerWhat do you offer that makes you stand out from the rest?Do you have any specific marketing expertise?Differentiation StrategyThe key to successful marketing is differentiation. "If consumers don't perceive your brand(s) as being different from those offered by the competition, you won't win the marketing war. The battle for consumer minds is a battle of perceptions not products."2 Thus, "differentiation is one of the most important strategic and tactical activities in which companies must constantly engage. It is not discretionary."1.Shaping your brand image: To start, consider first the personality of your company. Is it sexy or sweet? Tough or tender? Is it more like John Wayne or George Clooney or Andy Griffith? And if you think all this is hooey, consider these questions: Do Marlboros really taste better than other cigarettes? Is H&R Block superior to the tax accountant down the street? No, but a big reason these companies are leaders is because they have successfully built a personality around their brands.Test Marketing Your New Products or ServiceHow do you test market a new product or service? How do you find out if people are actually going to buy it? First, make or get a prototype. Create or get a sample. If it's being manufactured somewhere else, get a sample of it. If you're going to manufacture it yourself, create a prototype so that you can show it, demonstrate it, photograph it. So that you can let people see it, touch it, feel it, and get an opinion from itBut as a small business owner, you don't have time to devise complex marketing strategies for your products. Instead, you can tap into a few simple strategies that have already proven their worth.Many small business owners mistakenly confuse marketing strategies with ad campaigns. A marketing strategy is a plan or an approach for marketing your products and services. An ad campaign, on the other hand, is the means by which your marketing strategy is accomplished. Your objective is to tie your advertising efforts into a comprehensive marketing strategy that has carefully designed to attract attention in the marketplace.Relations can bring to customers personalized service, customized products and other revenue relationship, which can improve customer satisfaction, trust and commitment. Therefore, trust, satisfaction and commitment form the nature of the relationship is an important dimension of relationship quality. Which, according to the definition of marketing scholars, trust is the customer that their sales staff will provide long-term interests. Will promote the enhancement of trust relationshipbetween the improvement of quality and trust between the weakening of the quality will be reduced. Relationship satisfaction is the assessment for the interactive experience the feelings generated state is in the process of establishing relations based on personal experience and the formation of the subjective evaluation of the influence and wealth, is based on customer expectations and the actual formation of comparing performance. In general, satisfied customers will enhance the goodwill of the business, maintaining lasting relationships, and continuously improve the quality of relationships. Commitment is the behavior of participants in interaction orientation or attitudes, the relationship between a higher value perception will form and strengthen commitment to produce good effects.Some marketing strategies are created for the purpose of capturing a certain segment of the market, but the majority of small business strategies are more generic in nature. Even so, it's important to understand what your strategy is trying to achieve.Boost Consumer ConfidenceConsumers are fickle lot and are frequently hesitant to buy a product they know little about. If your business or products are new to the area, you could create a marketing campaign that emphasizes the quality and value of your products. The resulting boost in consumer confidence will likely translate into more action at the cash register.SPECIAL OFFER.Need to find the right prospect mailing list? Deliver your message to the right audience with highly targeted mailing lists from Experian. Special offer for site visitorsPurchase an Experian mailing list now.Create AwarenessAnother way to spark interest for your products is to conduct a campaign designed to promote your products in as many ways as possible. In other words, your marketing strategy could be to create buzz by blanketing the local airwaves, print space, and other advertising mediums with your name, logo, and products. Increased awareness will definitely bring more people into your store, but it also costs money, so you should be prepared to increase your advertising budget to pull it off.Leverage EmotionsNo matter what they say, the buying decision is emotional for many customers. Large corporations spend millions of dollars playing on their customers' emotionsand what works for them, can work for you, too. The key is to create a campaign that makes consumers feel themselves, your company, and the decision to buy your products.Overcome ObjectionsThe task of overcoming a buyer's objections is usually assigned to the sales team. However, a well-crafted marketing campaign can work toward overcoming your customers' buying obstacles before they walk in the door. A marketing strategy that emphasizes warranties, testimonials, endorsements, and other positive reinforcement devices can not only make the buying decision easier for existing customers, but also attract new customers who hadn't previously considered buying from your business.Set a DeadlineWhy do so many ads emphasize the date the sale ends? Because people respond to deadlines. Marketing strategies designed around the idea of limited supplies, temporary price reductions, or other mechanisms that create a sense of urgency can provide a quick influx of customers and can potentially jumpstart a business suffering from a diminished customer base.You don’t have to be a rocket scientist to come up with a good business marketing strategy, and it needn’t cost that much either.At its simplest, a marketing strategy is all about improving your chances of making sales – usually by making more potential purchasers aware of your products or services, or by making them aware of its desirable qualities (perhaps including its price).In any case it makes sense to optimise your budget. Given the choice between big-bang and little-but-often, good business marketing is less about getting big bangs and more about producing smaller amounts very regularly.The impact of your marketing will also be improved greatly if you can use multiple channels.Prospects in particular are more likely to become buyers if they read about your business in their newspaper, see your ads, find your website, enter your competition, take home a brochure, hear you speak at a seminar, and learn what a great company you are from a third party.So you should spread your activity. You should also maintain the momentum: Business marketing is a long-term activity.You don’t however need to spend big; most of the ideas in your marketing strategyare likely to involve moderate costs.译文什么是营销策略资料来源: 掌控市场作者：菲利普．科特勒营销战略本质上是一种模式或计划，整合在一个整体的组织中，它的主要目标是利用政策和行动的序列来帮助客户的成功。

市场营销专业毕业论文中英文资料外文翻译文献毕业论文中英文资料外文翻译文献文献翻译原文Marketing theoryMcCarthy (E.J.Mccarthy) ,in 1960, also under the micro-marketingdefinition: Marketing is the responsibility of business activities, products and services will be directly from the producer towards the consumer or userin order to meet customer needs and the achievement of the company profits,but also a process of socio-economic activities with the aim to meet thesocial or human needs, to achieve social goals. this definition than in the United States, although the definition of marketing association a step forward that meet customer needs and realize the company's operating profit as a goal, but two definitions that marketing activities are production activities in the beginning of the end of the middle after a series of business sales activities, when the commodity to the user the hands of the end, the enterprise marketing activities and therefore is limited to the narrow scope of circulation, rather than operating as a business for sale throughout the entire process, including marketing research, product development, pricing, distribution, advertising, publicity reports, sales promotion, marketing staff, after-sales service andso on.Christian Grnroosto the definition and emphasized the purpose of marketing: Marketing is in the interests of a whole, through mutual exchange and commitment to establish, maintain, consolidate and consumers and other participants in the relationship between the parties to achieve the purpose. This definition has been in use ever since, until the summer of 2021 was revised. The new definition is nearly 20 years on the marketing of the first amendment to the definition, no wonder the majority of marketers attracteduniversal attention. The development of marketing theory has the following four stages:The first stage: start-up phase. Marketing in the late 19th century to 20 in the United States the world's creation of 20, due to industrial development and marketing at this time by a very narrow scope of the study, but research and commercial advertising network settings. Island in Illinois and other related courses at the universities. By the \of American Advertising\to\Advertising and Marketing Association of Science Teachers\to marketing research to ensure the organization. At this time of marketing research is characterized by: a. focus on marketing and advertising techniques, modern marketing theory, concepts, principles had yet to emerge; b. University research activities are basically confined to the classroom and a professor of the study, and also society and the business community did not receive attention.Phase II: Application stage. During the 20th century to the end of World War II 20 for the application stage, begun to take shape at this time, the United States began large-scale domestic enterprises to use marketing to operate businesses, open overseas markets, European countries have to follow. Established in 1931, \Marketing Association\Marketing preach, and in 1937 merged the two organizations, academia and the business community to absorb a wide range to join the Marketing from the University of the rostrum to the community. This stage of the development of marketing in the applications. The capitalist world in 1929 due to the outbreak of an unprecedented economic crisis, the economy of the Great Depression, large shrinkage in the purchasing power of a sharp decline in the community, the unprecedented sharp market. The whole capitalist economic crisis dealt a serious blow. This stage, marketing research is characterized by: a. there is no product to sell out of this narrow concept of; b. at a deeper study on the basis of a broader marketing and advertising technique; c. study in favor of selling the business organization set; d. beginning of the study of marketing theory to society, paying attention to the general business community.The third phase: the formation period of development. The 20th century, the 50's to 80's for the marketing stage of development, the U.S. military-industrial economy has begun to shift the public economic, social goods, the sharp increase in social productivity improved significantly, while the corresponding consumption level of residents has not been much improvement, market began to emerge in a state of oversupply. At this point the U.S. marketing expert R. Cox and W. Aderson the \sense of Marketing is to promote the potential producers and consumers of goods or services of any transaction activity.\the new marketing stage. Previously that the market is the end ofthe production process, is now considered to be the starting point of the production process; the original that is marketing to sell products, now that marketing through the investigation to understand the needs and desires of consumers, and production in line with consumer needs and desires goods or services, which meet the needs and desires of consumers; so that from the marketing companies to enter the framework of social vision and a clear management guidance.Phase IV: the mature stage. Since the 80's for the marketing of the mature stage, in: a. associated with other disciplines such as economics, mathematics, statistics, psychology, etc.; b. theory began to form their own system; 80 is the age of marketing revolutionary period, begun to enter the field of modern marketing, so marketing the new look.译文市场营销理论麦卡锡(E.J.Mccarthy)于1960年对微观市场营销下了定义：市场营销是企业经营活动的职责，它将产品及劳务从生产者直接引向消费者或使用者以便满足顾客需求及实现公司利润，同时也是一种社会经济活动过程，其目的在于满足社会或人类需要，实现社会目标。

市场营销战略论文中英文外文翻译文献XXXConsumer r studies how individuals。

groups。

and ns choose。

acquire。

use。

dispose of products。

services。

experiences。

and ideas to satisfy their needs and the XXX。

consumer r research has focused on pre-purchase and post-XXX。

XXX view and can help us examine the indirect effects of consumer n-making and the XXX。

companies must offer more value to their target customers than their competitors。

Customer value is the balance of XXX.1.Marketing StrategiesFor each selected target market。

XXX a target market is whether the company can provide higher consumer value compared to XXX strategies。

XXX markets.1.1 ProductA product XXX of their needs。

not the specific material characteristics.1.2 nXXX includes advertising。

personal selling。

public ns。

packaging。

XXX.1.3 PricingPrice is the amount of money consumers must pay to acquire and use a product。