Strategic Market Management Global Strategies

战略管理(英文版)Strategic Management: An OverviewIntroductionIn today's fast-paced and highly competitive business environment, companies must adopt effective strategies to ensure their long-term success and sustainable growth. Strategic management plays a crucial role in helping organizations align their resources, capabilities, and objectives to achieve their strategic goals. This article provides an overview of strategic management, its key components, and the benefits it offers in an increasingly dynamic and complex marketplace.1. Definition of Strategic ManagementStrategic management is the process of formulating and implementing strategies that enable organizations to fulfill their missions and achieve their objectives. It involves analyzing the external environment, identifying internal strengths and weaknesses, setting objectives, formulating strategies, implementing plans, and monitoring progress to ensure strategic goals are met.2. Key Components of Strategic Management2.1 Environmental AnalysisEnvironmental analysis involves assessing the external factors that influence an organization's performance and success. This includes macro-environmental factors such as political, economic, social, technological, environmental, and legal (PESTEL) factors, as well as industry-specificfactors. Understanding the external environment helps organizations identify opportunities and threats and make informed strategic decisions.2.2 Internal AnalysisInternal analysis focuses on assessing an organization's internal strengths and weaknesses. This includes evaluating its resources, capabilities, and core competencies. By understanding its internal strengths, an organization can leverage them to gain a competitive advantage. Similarly, identifying weaknesses helps organizations address potential areas of improvement and overcome challenges.2.3 Strategy FormulationStrategy formulation involves developing a comprehensive plan to achieve an organization's objectives and competitive advantage. This includes defining the mission and vision, setting strategic objectives, and selecting appropriate strategies. Strategies can be categorized into corporate, business, and functional levels, depending on the scope and focus of the organization's activities.2.4 Strategy ImplementationStrategy implementation is the process of translating strategic plans into actions and ensuring their effective execution. It involves allocating resources, coordinating activities, and monitoring progress. Effective implementation requires strong leadership, effective communication, and a supportive organizational culture.2.5 Evaluation and ControlEvaluation and control involve monitoring and reviewing the progress of strategic initiatives and making necessary adjustments. This includes establishing key performance indicators, conducting regular performance assessments, and taking corrective actions to ensure strategic goals are being achieved. Evaluation and control help organizations stay on track and make informed decisions throughout the strategic management process.3. Benefits of Strategic ManagementStrategic management offers several benefits to organizations:3.1 Clear DirectionBy formulating a clear strategy, organizations establish a sense of direction and purpose. This enables employees to align their efforts and work towards common goals, enhancing overall organizational performance.3.2 Competitive AdvantageStrategic management helps organizations identify unique value propositions and differentiate themselves from competitors. By leveraging their strengths and focusing on key opportunities, organizations can gain a competitive advantage in the marketplace.3.3 Adaptability to ChangeIn today's rapidly evolving business landscape, agility and adaptability are essential for success. Strategic management enables organizations to anticipate and respond to changes in the external environment, ensuring their long-term viability in a dynamic marketplace.3.4 Resource AllocationStrategic management facilitates effective resource allocation by aligning financial, human, and technological resources with strategic objectives. This ensures optimal utilization of resources and maximizes the organization's ability to achieve its goals.3.5 Performance MeasurementBy implementing strategic objectives and monitoring progress, organizations can measure their performance and identify areas for improvement. This allows for continuous learning and ongoing improvement, enhancing overall organizational effectiveness.ConclusionStrategic management is a fundamental process that enables organizations to navigate the complexities of the modern business landscape. By analyzing the external environment, assessing internal capabilities, formulating effective strategies, implementing plans, and evaluating performance, organizations can achieve their objectives and thrive in a highly competitive marketplace. Embracing strategic management is essential for long-term success and sustainability.。

Strategic Human Resource Management（战略人力资源）Human Resource Management (HRM)人力资源管理Core competencies 核心竞争力Strategic human resource management (SHRM) 战略性人力资源管理Mission使命Strategic战略的Physical resources物质资源Financial resources财务资源Performance绩效业绩Philosophy理念Motivate激励Evaluate评估Compensate补偿酬劳Turnover（人员）流失Human capital人力资本Intellectual capital智力资本Job analysis and job design（工作分析）Career 职业Documentation文件Questionnaire问卷ranking method 排列法classification method 分类法factor comparison method 因素比较法point method 评分法Position analysis questionnaire, PAQ 职位分析问卷调查Hay Guide Chart-profile Method 海氏指示图表个人能力分析法Identify识别Job analysis工作分析Job design工作设计Job description工作/岗位描述Job specification工作/岗位规范Performance standard绩效标准Job rotation工作轮换/轮岗Job system岗位系统Job incumbent在职者Human Resource Planning（规划）Strategic planning 战略规划Long term trend 长期趋势Requirement forecast 需求预测Availability forecast 供给预测Surplus过剩、多余promotion提升（反义词：demotion降职）Shortage短缺、不足pay rate工资率Inventory库存，储备simulation模拟internal内部的External外部的Qualitative定性的Quantitative定量的Forecast预测Regulate管制Transfer工作调动Audit审计Assess评估Outflow流出（反义词：inflow流入）Attrition人员耗损；减缩人员Recall人员召回；产品回收Downsize裁员、缩编Demotion 降职Transfer 调动Promotion 晋升HRIS（human resource information systems）人力资源信息系统Delphi technique德尔菲法Statistical regression analysis统计回归分析Succession analysis继任分析Recruitment（招聘与甄选）Employee requisition 员工申请表Job posting 工作公告Advertising 广告Special events 特殊事件Internship 实习recruitment招聘executive search firm猎头公司job vacancy岗位空缺candidate申请者求职者job fair招聘会e-recruiting电子招聘job board求职网站promotee被提拔者Promotion from within, PFW 内部晋升inbreeding近亲繁殖professional/career website专业/职业网站Resume 简历Selection甄选Placement配置Application form申请表Assessment center 评价中心Feedback 反馈Reliability 信度Validity 效度Un/Structural interview非结构/结构化面试Behavioral interview行为描述型面试Leaderless group discussion 无领导小组讨论法Panel interview 小组面试Situational interview 情景面试Stress interview压力面试Negative emphasis负面效应Halo effect晕轮效应Stereotype刻板印象Snap judgment第一印象Bias偏见Training&Development（培训与开发）Case study 案例研究Conference method 会议方法Job rotating 工作轮换training培训development开发self-efficacy自我效能感(自信心)role play角色扮演team building 团队建设orientation（对新人进行的）情况介绍；适应性培训socialization合群commitment承诺（员工对组织的归属感和奉献）training delivery实施培训on-the-job training在职培训internship实习intern实习生apprentice学徒trainee受训者Action plan 行动计划Behavior modeling 行为模拟Continuous learning 持续学习Cross-training 交叉培训Diversity training 多元化培训High-leverage training 高层次培训Learning organization 学习型组织Needs assessment （培训）需要评价Readiness for training 培训准备Team leader training 团队领导培训Training outcomes 培训结果Web-based training 网上培训Virtual reality 现实虚拟instructor-led training有授课老师指导的培训distance training/learning远程培训/学习job-site/on-the-job development在职开发off-site/off-the-job development脱产开发coaching指导、辅导job rotation工作岗位轮换simulation模拟（“商业游戏”business game）career development 职业发展Performance Management and Appraisal（绩效管理与评价）Performance appraisal, PA 绩效评价performance绩效measure测量appraisal评估benchmark基准点numerical用数字表示的multisource appraisal多渠道评估360°feedback360°反馈self-rating/self-appraisal自我评估graphic rating scale图评价量表forced distribution强制分布critical incident关键事件field review专家评估法behaviorally anchored rating scales(BARS)行为锚定评估量表法behavioral observation scales(BOS)行为观察量表法behavioral expectation scales(BES)行为期望量表法management by objectives(MBO)目标管理法Compensation Strategies and Practices（薪酬）Delayering 扁平化Flexible benefits plans (cafeteria plans) 灵活的福利计划（自助福利方案）Gain sharing plans 收益分享计划Hourly work 计时工资制Job satisfaction 工作满意度Pay-for-performance standard 按绩效的报酬标准Pay-policy line 工资政策线Perquisites 津贴Wage and salary survey 薪资调查compensation补偿、薪酬reward报酬、酬金intrinsic equity内部公平extrinsic equity外部公平monetary货币的、金钱的tangible有形的base pay基本工资variable pay可变工资health insurance健康保险benefits福利medical/life insurance医疗/人寿保险paid time off带薪休假retirement pension退休金bonus奖金incentive激励stock option股票期权procedural justice程序公平distributive justice分配公平pay survey工资调查pay structure工资结构pay grade工资等级pay range工资范围benchmark job基准岗位broadbanding拓宽薪酬范围overlap重叠award奖励Piece-rate system计件工资制Bonus奖金红利Gainsharing plan利润分享计划Employee stock ownership plan(ESOP)员工持股计划Collateral抵押Executive compensation高管薪酬Perquisite(perk)额外福利；特权Unemployment compensation失业补偿Social security社会保障Pension plan退休金计划Financial benefits经济福利Insurance benefits保险福利Education benefits教育福利Social and recreational benefits社会与娱乐福利Time-off benefits非工时福利Security benefits保障福利Leaves of absence休假Health care医疗保健Global Human Resource Management（全球人力资源）host-country东道国equal employment平等就业employment discrimination就业歧视Infrastructure['infrəstrʌktʃə]基础设施individualism个人主义collectivism集体主义power distance权利距离uncertainty avoidance不确定性规避Masculinity 男性特征Femininity女性特征Long-term orientation长期定位Short-term orientation短期定位Multinational corporation(MNC)跨国公司Home country母国(也称parent country)Parent corporation母公司Expatriate[eks'pætrieit]外派人员(也称parent-country national,PCN)Host-country national(HCN)东道国员工Third-country national(TCN)第三国员工Intercultural capabilities跨文化能力Technical assignments技术性任务Functional assignments职能性任务Developmental assignments发展性任务Strategic assignments战略性任务Expatriation[eksˌpætri'eiʃən]外派Repatriation[ˌri:peitri'eiʃən]重返母国Culture assimilator文化同化方法Culture shock文化冲击。

英语作文-金融资产管理公司积极布局海外市场，拓展全球业务In the realm of financial asset management, companies are increasingly looking beyond their domestic markets to harness the vast potential of the global economy. As these firms venture into international waters, they are not merely dipping their toes; they are diving headfirst into the complexities and opportunities that the world has to offer.The strategic move to expand into overseas markets is not one taken lightly. It requires a deep understanding of diverse economic landscapes, regulatory environments, and cultural nuances. Financial asset management companies that excel in this arena are those that have done their homework, studying the intricacies of each market with the same diligence they apply to their investment portfolios.One of the primary motivations for this global expansion is the search for growth. In a world where domestic markets may be saturated or experiencing slow growth, the allure of untapped markets is strong. By establishing a presence in multiple countries, financial asset management firms can tap into new customer bases, diversify their assets, and mitigate risks associated with any single market's volatility.Moreover, technology has been a significant enabler in this global pursuit. With advancements in fintech, companies can now offer their services across borders with greater ease. Digital platforms allow for seamless transactions, portfolio management, and customer engagement, regardless of geographical boundaries. This technological prowess is not just a tool but a strategic asset that firms leverage to gain a competitive edge.However, global expansion is not without its challenges. Navigating the regulatory waters of different countries can be akin to charting a course through a maze of legal and compliance requirements. Each country presents its own set of rules, and a misstep can result in significant setbacks. Thus, financial asset management companies invest heavilyin legal expertise and compliance to ensure that their global operations run smoothly and within the bounds of the law.Cultural sensitivity is another critical factor. What works in one market may not resonate in another. Successful firms are those that adapt their approach to align with local preferences and business practices. This might mean tweaking marketing strategies, customizing service offerings, or even adjusting communication styles to build trust and rapport with international clients.The benefits of a well-executed global strategy are manifold. Firms that manage to establish a foothold in foreign markets often enjoy increased brand recognition, a diversified revenue stream, and a more robust business model capable of weathering economic fluctuations. Furthermore, the cross-pollination of ideas and best practices across different regions can lead to innovation and improved services for clients worldwide.In conclusion, as financial asset management companies actively layout their strategies for overseas markets, they are not just expanding their global footprint; they are shaping the future of finance. Through careful planning, technological innovation, and cultural acumen, these firms are poised to make the most of the global stage, offering their clients a gateway to a world of opportunities. The journey is complex, but for those who navigate it successfully, the rewards are as boundless as the markets they seek to capture. 。

strategicStrategic Management: The Key to Business SuccessIntroductionIn today's highly competitive business world, strategic management has become an essential component for any organization striving for success and sustainability. It involves setting goals, formulating strategies, and making decisions that give a company a competitive edge over others. This document aims to explore the concept of strategic management, its importance, and how it can be effectively implemented by organizations.Understanding Strategic ManagementStrategic management is the process of analyzing an organization's internal and external environment, formulating strategies, implementing them, and evaluating their effectiveness. It provides a framework for long-term planning and helps organizations in achieving their objectives.Importance of Strategic Management1. Direction and Focus: Strategic management provides organizations with a clear sense of direction by defining their mission, vision, and goals. It helps them align their activities and resources towards the achievement of these objectives.2. Competitive Advantage: By analyzing the competitive landscape and identifying opportunities and threats, strategic management enables organizations to develop unique strategies that differentiate them from their competitors.3. Effective Resource Allocation: Strategic management helps in rationalizing resource allocation by identifying areas that require investment and those that can be divested. It ensures that resources are utilized optimally, resulting in increased efficiency and profitability.4. Risk Management: Strategic management allows organizations to anticipate potential risks and develop contingency plans to mitigate them. It provides a systematic approach to managing uncertainties in the business environment.Process of Strategic Management1. Environmental Analysis: This involves scanning the external environment for opportunities and threats and analyzing the internal environment for strengths and weaknesses. Tools like PESTEL analysis, SWOT analysis, and Porter's Five Forces can be used for this purpose.2. Strategy Formulation: Based on the findings of the environmental analysis, organizations develop strategies to achieve their objectives. These strategies can be related to areas such as product development, market penetration, diversification, or cost leadership.3. Strategy Implementation: This involves putting the formulated strategies into action. It includes allocating resources, defining roles and responsibilities, and developing an action plan. Effective communication and coordination are crucial during this stage.4. Strategy Evaluation: Organizations need to monitor and evaluate the effectiveness of their strategies. Key performance indicators (KPIs) are used to assess the progress towards goals. This stage helps in identifying any deviations from the plan and taking corrective actions if required.Implementing Strategic ManagementFor successful implementation of strategic management, organizations need to consider the following:1. Leadership Commitment: Top management should be committed to strategic management and lead by example. They should actively participate in the strategic management process and communicate its importance throughout the organization.2. Employee Involvement: Employees at all levels should be involved in the strategic management process. Their insights and feedback can provide valuable input for strategy formulation and implementation.3. Flexibility and Adaptability: Strategic management is an ongoing process that requires flexibility and adaptability in response to changing market dynamics. Organizations should be open to revising their strategies if required.4. Performance Measurement: Establishing a performance measurement system is crucial to track the progress ofimplemented strategies. Regular monitoring and evaluation will help in identifying areas of improvement and making necessary adjustments.ConclusionStrategic management plays a vital role in the success and growth of organizations. It provides a framework for effective decision-making, resource allocation, and risk management. By aligning organizational activities with long-term goals, strategic management helps in achieving sustainable competitive advantage. Although implementing strategic management requires commitment and effort, the benefits it offers far outweigh the challenges. Organizations that embrace strategic management as a core function are better equipped to navigate the dynamic business environment and achieve long-term success.。

Strategic Human ResourceManagementIntroductionStrategic human resource management (SHRM) is a vital aspect of any organization's success. It involves the alignment of human resource strategies and practices with the overall corporate strategy in order to achieve organizational goals and objectives. In this article, we will explore the key components of strategic human resource management, its importance, and the role it plays in driving organizational performance.Key Components of Strategic Human Resource Management1. Aligning HR Strategies with Organizational GoalsThe first key component of strategic human resource management is aligning HR strategies with the overall goals of the organization. This involves understanding the long-term objectives of the company and developing HR strategies that support and contribute to the achievement of these goals. By aligning HR practices with organizational objectives, companies can ensure that their human capital is utilized effectively to drive business success.2. Talent Acquisition and RetentionAnother important component of SHRM is talent acquisition and retention. A strategic approach to HRM involves acquiring and retaining top talent that possesses the skills and competencies needed to drive the organization forward. This includes developing effective recruitment processes, onboarding programs, and career development opportunities to attract and retain top performers within the organization.3. Performance Management and Employee DevelopmentSHRM also focuses on performance management and employee development. This entails creating a performance-driven culture withinthe organization, where performance expectations are clearly communicated, and employees are provided with the necessary support and resources to continually improve and develop their skills. Effective performance management and employee development programs can lead to increased productivity and employee satisfaction, ultimately contributing to the organization's success.4. Leadership DevelopmentStrategic human resource management emphasizes the development of strong leadership within the organization. This involves identifying and nurturing future leaders, providing them with the necessary training and development opportunities, and creating succession plans to ensure a pipeline of capable leaders for the organization. Strong leadership is essential for driving change, fostering innovation, and achieving long-term business success.Importance of Strategic Human Resource Management1. Improved Organizational PerformanceSHRM plays a crucial role in enhancing organizational performance. By aligning HR strategies with business objectives, companies can optimize their human capital and create a high-performance work environment. This can lead to increased productivity, greater innovation, and improved overall performance.2. Competitive AdvantageEffective SHRM can provide companies with a competitive advantage in the marketplace. By leveraging their human resources as a source of competitive advantage, organizations can differentiate themselves from competitors and create unique value for their customers. This can lead to increased market share, higher profitability, and sustainable business growth.3. Employee Engagement and SatisfactionStrategic HRM can also contribute to higher levels of employee engagement and satisfaction. By investing in talent acquisition, development, and retention, companies can create a positive workenvironment where employees feel valued and motivated. This can lead to lower turnover rates, higher morale, and a more committed workforce.4. Adaptability and Change ManagementIn today's rapidly changing business environment, adaptability is crucial for organizational success. SHRM helps organizations build a workforce that is adaptable and responsive to change. By focusing on leadership development, employee training, and change management processes, companies can better position themselves to thrive in dynamic and uncertain business environments.The Role of Strategic Human Resource Management in Driving Organizational PerformanceStrategic human resource management plays a critical role in driving organizational performance in several ways. First and foremost, SHRM helps organizations align their human capital with business objectives, ensuring that employees are working towards the achievement of corporate goals. By recruiting, retaining, and developing top talent, companies can build a high-performance workforce that is capable of driving business success.Furthermore, SHRM contributes to the creation of a positive work environment that fosters employee engagement, motivation, and satisfaction. Engaged employees are more likely to contribute their best efforts, and this can lead to higher levels of productivity and innovation within the organization. Additionally, strategic HRM helps create a culture of continuous learning and development, ensuring that employees have the skills and competencies needed to adapt to changing business conditions and contribute to the success of the organization.Moreover, strategic human resource management is essential for building leadership capability within the organization. Effective leadership is crucial for driving change, managing complexity, and inspiring employees to achieve their best. By focusing on leadership development, succession planning, and talent management,organizations can ensure that they have a strong leadership pipeline to lead the company into the future.In conclusion, strategic human resource management is a critical aspect of organizational success. By aligning HR strategies with corporate goals, focusing on talent acquisition and retention, investing in performance management and employee development, and building strong leadership, companies can create a competitive advantage and drive improved organizational performance. The importance of strategic HRM cannot be overstated, and companies that prioritize their human capital as a strategic asset are more likely to succeed in today's dynamic business environment.。

人力资源管理专业英语词汇一、人力资源管理 : HumanResourceManagement,HRM人力资源经理 : human resource manager高级管理人员 : executive职业 : profession道德标准 : ethics操作工 : operative employees专家 : specialist人力资源认证协会 : the Human Resource Certification Institute,HRCI二、外部环境 : external environment内部环境 : internal environment政策 : policy企业文化 : corporate culture目标 : mission股东 : shareholders非正式组织 : informal organization跨国公司 : multinational corporation,MNC管理多样性 : managing diversity三、工作 : job职位 : posting工作分析 : job analysis工作说明 : job description工作规范 : job specification工作分析计划表 : job analysis schedule,JAS职位分析问卷调查法 : Management Position Description Questionnaire,MPDQ行政秘书 : executive secretary地区服务经理助理 : assistantdistrictservicemanager四、人力资源计划 : Human Resource Planning,HRP战略规划 : strategicplanning长期趋势 : longtermtrend需求预测 : requirement forecast供给预测 : availability forecast管理人力储备 : managementinventory裁减 : downsizing人力资源信息系统 : Human Resource Information System,HRIS五、招聘 : recruitment员工申请表 : employee requisition招聘方法 : recruitment methods内部提升 : Promotion From Within,PFW工作公告 : job posting广告 : advertising职业介绍所 : employment agency特殊事件 : special events实习 : internship六、选择 : selection选择率 : selection rate简历 : resume标准化 : standardization有效性 : validity客观性 : objectivity规范 : norm/specification录用分数线 : cutoff score准确度 : aiming业务知识测试 : job knowledge tests求职面试 : employment interview非结构化面试 : unstructured interview结构化面试 : structured interview 美['strʌktʃəd]小组面试 : group interview职业兴趣测试 : vocational interesttests会议型面试 : board interview七、人力资源开发 : Human Resource Development,HRD 培训 : training开发 : development定位 : orientation训练 : coaching辅导 : mentoring经营管理策略 : business games案例研究 : case study会议方法 : conference method角色扮演 : role playing工作轮换 : job rotating在职培训 : on-the-jobtraining,OJT媒介 : media八、企业文化 : corporate culture组织发展 : organization development,OD调查反馈 : survey feedback质量圈 : quality circles目标管理 : management by objective,MBO全面质量管理 : Total Quality Management,TQM 团队建设 : team building九、职业 : career profession 美[kəˈrɪr]职业计划 : career planning职业道路 : career path职业发展 : career development自我评价 : self-assessment职业动机 : career anchors十、绩效评价 : Performance Appraisal,PA小组评价 : group appraisal业绩评定表 : rating scales method关键事件法 : critical incident method排列法 : ranking method平行比较法 : paired comparison硬性分布法 : forced distribution method晕圈错误 : haloerror宽松 : leniency严格 : strictness360度反馈 : 360-degree feedback叙述法 : essay method集中趋势 : central tendency十一、报酬 : compensation reward；pay直接经济报酬 : direct financial compensation间接经济报酬 : indirect financial compensation非经济报酬 : nofinancial compensation/non-financial compensation公平 : equity外部公平 : external equity内部公平 : internal equity员工公平 : employee equity小组公平 : team equity工资水平领先者 : pay leaders现行工资率 : goingrate工资水平居后者 : pay followers劳动力市场 : labor market工作评价 : job evaluation排列法 : ranking method分类法 : classification method因素比较法 : factor comparison method评分法 : point method海氏指示图表个人能力分析法 : HayGuideChart-profile Method 工作定价 : job pricing工资等级 : pay grade工资曲线 : wage curve工资幅度 : pay range十二、福利间接经济补偿welfare员工股权计划 : employee stock ownership plan,ESOP值班津贴 : shiftdifferential奖金 : incentive compensation分红制 : profitsharing十三、安全 : safety健康 : health频率 : frequencyrate紧张 : stress角色冲突 : role conflict催眠法 : hypnosis酗酒 : alcoholism十四、工会 : union地方工会 : local union行业工会 : craft union产业工会 : industrial union全国工会 : national union谈判组 : bargaining union劳资谈判 : collective bargaining仲裁 : arbitration美[ˌɑ:rbɪˈt reɪʃn]罢工 : strike内部员工关系 : internal employee relations纪律 : discipline纪律处分 : disciplinary action 美[ˈdɪsəpləˌnɛri ˈækʃən]申诉 : grievance降职 : demotion调动 : transfer晋升 : promotion。

第一部分 PART 1 MICROECONOMICS第一篇The Concept of Utility 效用的概念经济学家最开始研究消费者行为学是在一个多世纪前当心理学界流行一种说法：人们的很多行为可以解释为人们为了尽可能获得更多的幸福、规避更多的痛苦而做的努力。

这种苦乐心跳很快便被经济学家借用了并运用于消费者的消费行为中并使之成为解释消费者行为的第一个系统理论：基础的经济论点是理智的消费者会有意识的管理他们对于商品和服务的消费来时总体满意度最大。

经济学家把人们对商品和服务的需求与满足称为“效用”。

效用的概念侧重于拥有、使用、消费商品与服务或者从中获益相关的快乐和满足。

是商品固有的效用而且不管商品具有什么样的质量它都有满足幸福感的能力。

效用的来源和引发效用的原因是多种多样的，提一下最主要的：更加健康的身体、富有美感的外观和设计、简单的使用方法、风格和品位、耐用性、方便性、奢华度、舒适度、个性、快乐、威信、地位自尊、安全、自我满足还有权力。

因此效用既有客观特征又有主观特征尤其跟个人品味、偏好、感觉、个性的构成及思维的状态有关。

总的来说，商品拥有的或可识别的效用是可变的，并不是绝对的。

首先，对于同一件商品两个人不会拥有同样程度的满足感，一个人可能通过吸烟获得巨大的效用然而另外的人却觉得很讨厌；凯迪拉克对某些人而言可以说是重要的地位象征（因此获得巨大的效用），然而对已其他人却只有很少或几乎没有效用。

不同的人买同样一件商品的用途和目的有很大的不同。

以花生为例，有的人买了后放在鸡尾酒晚会上油的人买来做花生糖，还有人买来喂松鼠，有几种不同的情形就有几种不同的效用，而且一种商品产生的效用也会随着时间的不同而不同。

汽油价格的上升，很快的调整了人们对小型汽车的效用的看法，羊毛衣的效用或说需求满足的动力对于段冬气候下的人和长冬气候下的人而言就不一样。

不同的人队商品和服务的看法不同，如果这些因素都不考虑的话，对于人们买什么或卖多少，效用的概念提供了以个有意义的根据来解释人们的这种偏好。

毕业设计（论文）外文文献翻译文献、资料中文题目：营销策略文献、资料英文题目：Strategic marketing文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：工商管理（金融企业方向）班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译专业：工商管理（金融企业管理方向）外文原文：Strategic marketing①No matter how good the organization's products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. This co mmunication is the responsibility of the marketing function within the organization. A ccording to the American Marketing Association, marketing is "an organizational func tion and a set of processes for creating, communicating and delivering value to custo mers and for managing customer relationships in ways that benefit the organization an d its stakeholders." Strategic marketing examines the marketplace to determine the ne eds of potential customers and the nature of the competitors in the market, and attemp ts to develop a strategy that will enable the organization to gain or maintain acompetit ive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (in cluding a development of the appropriate marketing mix) to attract customers and fost er customer loyalty.Methods for Product & Service MarketingThere a number of ways to market one's products or services including advertising, di rect response, sales promotions, and publicity. However, unless one understands the n eeds of the customer, the market, and the industry as well as the strengths and weakne sses of the competition, these approaches are unlikely to be successful. Strategic mark eting helps an organization sharpen its focus and successfully compete in the marketpl ace. Strategic marketing is concerned with two components: The target market and the①Marketing strategy (Research: A. Ruth marketing organization and marketing, America press 2008: 1-1)best way to communicate the value of one's product or service to that market. The de velopment of a viable marketing strategy depends on several key dimensions. First, as with any global strategy within the organization, a successful marketing strategy need s to be endorsed by top management within the organization. Marketing strategy is als o political in nature: Powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. Marketing strategies ma y also be affected by organizational culture and the assumptions that this engenders. F or example, if the organization has always marketed its widgets to business executives , it may fail to see the potential for marketing to lower level personnel within the orga nization or even for personal use to adults or teenagers.Factors that Implement Strategic Marketing Plan DevelopmentThere are a number of factors that should impact the development of a strategic mark eting plan for the organization. The first of these comprises the assets and skills that th e organization already possesses or that it can readily acquire. For example, if an orga nization has a significant programming department on the payroll, it would be feasible for it to make and market application software. However, if these personnel are alrea dy involved in other work and are not free to work on a new software project and the organization cannot afford to hire additional programmers, starting a new software lin e would be inadvisable at best. The second factor that must be considered when devel opinga marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of the c onsumer base. For example, the need to be able to handle increasing volumes of infor mation and data has led to widespread use of information technology in many industri es. Similarly, the need for a college education for an increasing number of jobs has led to a proliferation of for-profit institutions of higher education. Factors Impacting Marketing StrategyMarket drivers, however, are not the only external force that shapes one's market strat egy. The nature of the competition in the marketplace is also very important in determ ining whether or not a marketing effort will be successful. Virtually no business is wit hout competition. When buying a computer, one must choose between Mac and PC.Most soft drinks on the market are manufactured by one of two companies who offer very similar products. There is a variety of choices available when deciding where to f ill up one's car, yet most of the fuels available at the pump are virtually the same. Eac h of these businesses has its own market position and strives to keep its market share t hrough marketing efforts. Part of the strategic marketing effort is to decide how best t o differentiate oneself from the competition.Another external factor that impacts how one can best position oneself in the market i s the stage of the market or the industry life cycle. Some organizations excel, for exa mple, at being the first on the market with an innovation or new product. Others excel at taking the innovation and adapting it to the needs of the marketplace (e.g., lower pri ce, different features). In addition, there are various strategic windows that affect an or ganization's ability to successfully compete in the marketplace. A strategic window is a limited time period during which there is an optimal fit between the needs of the ma rketplace and the competencies of the organization. For example, as computer storage technology continues to evolve, the methods by which people store data and informati on change. Punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. T oday, more and more people are storing data and information on memory sticks instea d, and many computers are not even made with disk drives. The concept of using pun ch cards is as foreign and antiquated in most people's minds as using an abacus. Once the strategic window begins to close, it is typically best that the organization look for another opportunity.Development of Competitive StrategyTo help meet their goals and objectives, many businesses develop a competitive strate gy that will increase their competitive advantage. There are three generic approaches f or competitive strategies: (1) the provision of low cost products or services, (2) differe ntiation of products from those of the competition, and (3) focus on the market niche. Low Cost StrategyThe goal of the low cost strategy is to gain a larger market share. This is done by offer ing acceptable quality products or services at prices lower than those of the competitio n. The expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. The basic methods used in low-cost le adership strategies include reduction of overhead, buying or production costs and focu sed marketing strategies. For example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. Similarly, a big box store may use a combination of effective manageme nt and information technology practices to reduce operation costs in order to deliver t he lowest possible prices on its merchandise.Product DifferentiationA second generic approach to competitive strategy is product differentiation. In this a pproach, the business attempts to differentiate itself from its competitors by producing a product or offering a service whose quality is perceived by customers to have uniqu e features or characteristics that set it apart from similar offerings. This strategy attem pts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. In this strategy, the necessity of keeping the price of the produ ct or service down becomes less important because customers are frequently willing t o pay more to get their favorite brand. However, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful. There is a p oint beyond which most customers are no longer willing to pay a premiumprice. How ever, if carefully managed, a differentiation strategy can be highly successful. For exa mple, Merrill Lynch was able to differentiate itself from its competitors by offering int egrated financial services to attract the most desirable investors. This strategy yielded not only a well recognized and highly valued brand that differentiated Merrill Lynch f rom its competitors, but also resulted in substantial customer loyalty and a competitiv e advantage in the marketplace.Niche MarketingAnother generic approach to competitive strategy is niche marketing. In this approach , the organization seeks to gain a proportion of the total sales of a given type of produ ct or service within the marketplace. This strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group, portion o f a product line or market, or geographical area. For example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with th e telecommunications industry or only with businesses on the west side of metropolita n Chicago. A niche market strategy is indicated in situations where the business believ es that it can better serve a segment of the market rather than the entire market. For ex ample, in the illustration of the management consulting firm, the founding partners ma y have come out of the telecommunications industry and, therefore are more familiar with the nuances of the industry than they are with other industries. This approach put s the organization in a unique position (through a type of differentiation) to be better a ble to market to that focused segment than to the market as a whole. Consideration of Competitors in the MarketplaceTo be successful, analysis of the marketplace needs to consider not only the needs of t he customer base and the relationship between these needs and the value that can be o ffered by the organization's product or service, but also the state of the industry as a w hole as well as the position of the organization's competition within that industry. As o pposed to a market that can be defined as a group of customers with similar buying ne eds, an industry is a group of organizations (i.e., competitors) that offer similar produc ts or services to the market. Different organizations offering similar products or servic es, however, will not necessarily have the same window of opportunity. Therefore, it i s important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage. Factors that Influence Industries & the Competition within ThemThere are several factors that influence industries and competition within industries. G overnment regulation can significantly influence the profitability of an industry. Withi n the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. If a number of organizations all offer simil ar products or services, for example, competition within the industry will typically be more intense. This is illustrated, for example, by the marketing slogans of two car rent al agencies several years ago. "We're number one!" exclaimed Hertz. "We try harder!" rejoined Avis. Customers, too, can influence the nature of competition within an indu stry. If the industry becomes larger, it will become more attractive to new entrants offe。