英文文献002：差异化营销策略

Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intel unched a campaign to convince buyers that its product issuperior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match any clever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with(or distancing it from)a product class or attributes.Some companies try to place their products in a desirable class,such as"Made in the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-quality continuum.Discount stores such as Target and Kmart are at the other.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired—and for the most part succeeded in—repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrower terms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark is recognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant(canned and frozen vegetable products)and Arm&Hammer(baking soda)are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by othercompanies.The Trademark Law Revision Act,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand also influences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities(Sunkist oranges,Morton salt,and Domino sugar,for example).PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through its life cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the maximum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing from alternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally, international pricing means that thecompany adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel—a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job to intermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to target markets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.It overcomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costs of their work. In dividingthe work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channel levels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size and quality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets. The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in a direct channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools——advertising, sales promotion, public relations, and personal selling——work together to achieve the company's communications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。

营销策略国外文献综述范文营销策略是企业在市场竞争中得到竞争优势的关键，而国外的营销策略探究具有较为丰富的理论和实践效果。

本文将综述几篇具有代表性的国外文献，分析其中的营销策略理论和应用，以期为国内企业的营销决策提供借鉴。

起首，来自美国的Philip Kotler等人提出了“差别化营销”策略。

该策略强调企业应通过产品或服务的差别化来吸引目标消费者，从而达到市场份额和利润的增长。

这一策略的核心是对消费者需求的深度了解和市场细分，以便针对不同的消费者群体提供个性化的产品和服务。

其次，英国学者Michael Porter提出了“成能力先”和“差别化”两种营销策略。

成能力先策略强调企业应通过降低成原本提高竞争力，以低价产品占领市场份额；而差别化策略则主张企业应通过奇特的产品或服务特点来吸引目标消费者，并在此基础上得到高额利润。

另外，来自德国的Hermann Simon等学者提出了“隐藏冠军”策略。

这一策略认为，在市场上存在许多潜在的高利润企业，它们在某个特定领域具有竞争优势，但由于著名度较低，未能获得应有的市场份额。

因此，企业应通过找到这些隐藏冠军，并与其建立合作干系，以得到市场份额和利润。

此外，来自日本的竹下登等学者提出了“服务营销”策略。

这一策略认为，企业应将服务作为核心竞争力，通过提供优质的售前、售中和售后服务，满足消费者的需求，提高客户满足度和忠诚度。

综上所述，国外的营销策略探究涵盖了差别化营销、成能力先、隐藏冠军和服务营销等多个方面。

这些策略在理论上提供了丰富的思路和方法，同时也在实践中取得了一定的成功。

国内企业在制定营销策略时，可以借鉴这些理论和实践效果，结合本土市场状况，提高市场竞争力和盈利能力。

营销策略英文参考文献以下是一些关于营销策略的英文参考文献:1. Kotler, P., & Armstrong, G. (2016). Principles of Marketing. Pearson Education.这本书是市场营销领域的经典教材，对于营销策略有较为全面的介绍。

2. Porter, M. E. (2008). Competitive strategy. Simon and Schuster.这本书是经典的竞争战略著作，提供了许多关于企业如何制定和实施营销策略的思考。

3. Ries, A., & Trout, J. (2001). Positioning: The battle for your mind. McGraw-Hill Education.这本书介绍了定位战略的重要性，并提供了一些实用的方法和案例来指导企业实施营销策略。

4. Aaker, D. A. (1996). Building strong brands. Simon and Schuster.这本书重点介绍了品牌营销策略，并提供了许多有关如何打造和管理品牌的实践方法。

5. Duncan, T., & Moriarty, S. (1998). A communication-based marketing model for managing relationships. Journal of Marketing, 62(2), 1-13.这篇文章提出了一种基于沟通的营销模型，强调了营销策略在建立和管理关系方面的重要性。

这些参考文献涵盖了营销策略的不同方面，从市场定位到品牌建设，以及关系营销等。

阅读这些文献可以帮助你深入了解营销策略的理论和实践。

市场营销外文翻译外文文献英文文献差异化营销策略差异化营销策略实施差异化营销策略，首先把科学、缜密的市场调查、市场细分和市场定位作为基础。

这是因为，市场调查、市场细分和市场定位能够为企业决策者提供顾客在物质需要和精神需要的差异，准确地把握“顾客需要什么,”在此基础上，分析满足顾客差异需要的条件，要根据企业现实和未来的内外状况，研究是否具有相应的实力，目的是明确“本企业能为顾客提供什么,”这一主题材。

如果是耐用消费品，应以产品差异和服务差异为主攻方向;如果是目用消费品、食品饮料则应以建立形象差异为重点。

差异化策略是一个动态的过程。

任何差异都有不是一成不变的。

随着社会经济和科学技术的发展，顾客的需要也会随之发生变化，昨天的差异化会变成今天的一般化。

例如人们以前对手表的选择，走时准确被视为第一标准，而如今在石英技术应用之后，“准”已有成为问题，于是人们又把目光集中在款式上;手机一度被视为高收入阶层的独享之物，今天早已进入寻常百姓的手中。

如果手表生产企业再把走时准确作为追求的战略目标，显然是不宜的。

手机厂家再把目光瞄准款哥、款姐也断不能取胜。

其次，竞争对手也是在变化的，尤其是一些价格、广告、售后服务、包装等方面，是很容易被那些实施跟进策略的企业模仿。

任何差异都不会永久保持，要想使用权本企业的差异化战略成为长效药，出路只有不断创新，用创新去适应顾客需要的变化，用创新去战胜对手的“跟进”。

差异化策略是一个系统。

以上谈到的各种差异化策略只是在形容问题中的人为分类。

在具体操作中，经营者不仅要根据行业内竞争态势，企业产品的生命周期，产品的类型实施相应的差异化策略。

更有必要的是要使差异化策略形成一个系统，全面实施。

实施产品差异化，要为顾客提供独具一格产品，为对手所不能为。

慧中而秀外，还应该从包装到产品的宣传都显示出明显的差异，在顾客中建立难以忘怀的形象。

如果是耐用消费品，提供周到的服务，让顾客处处感到方便、安全，更是不可或缺的。

差异化营销策略研究外文文献翻译2017The purpose of this research is to XXX.2.Literature ReviewBrand XXX and distinctive identity for a brand in the mindsof consumers。

This can be achieved through us means。

such as product design。

advertising。

pricing。

XXX brand from competitors。

companies XXX increase their market share.XXX can influence brand n。

including the product category。

the target audience。

and the competitive landscape。

For example。

in a crowded market with many similar products。

XXX。

by focusing on unique product features or targeting a specific niche audience。

companies can still differentiate their brand and stand out from competitors.3.MethodologyXXX brand n and its XXX。

this research XXX us industries。

as well as through a review of XXX studies.4.FindingsXXX。

XXX brand from competitors can create a strong brand identity and XXX。

DIFFERENTIATION Smart Marketing StrategiesDIFFERENTIATIONSMART MARKETING STRATEGIESBy Terri ZwierzynskiAre you ever frustrated or hesitant when you talk to prospective customers because you can't readily explain why they should come to you rather than go to your competitors? Sure, you might have your 30-second elevator speech, but then they ask you that dreaded question, so what makes you different? Then, all those self-doubts creep in, and you just aren't sure what to say. Differentiation can boost confidence--yours in yourself and that prospective customer's confidence in you!Dif-fer-en-ti-ate v. tr. To perceive or show the difference in or between; discriminate.In business terms, to differentiate means to create a benefit that customers perceive as being of greater value to them than what they can get elsewhere. It's not enough for you to be different--a potential customer has to take note of the difference and must feel that the difference somehow fits their need better. (Other words that mean virtually the same thing: Competitive Advantage; Unique Selling Proposition; or Value Proposition.) As you are building your business, you can use differentiation to attract more customers. Once you have momentum, differentiation allows you to charge a higher price because you are delivering more value to your customers. Make a point to evaluate and adjust your differentiation methods at least annually.The various methods of differentiating your businesses fall into four general categories:∙Price Differentiation∙Focus Differentiation∙Product/Service Differentiation∙Customer Service DifferentiationPrice DifferentiationDifferentiating on price is probably the most common and easily understood method. HOWEVER, caution is in order. On the one hand, potential customers might expect a lower price from you than from your larger competition because they perceive you as having less overhead, etc. On the other hand, cheaper prices can evoke perceptions of lower quality, a less-stable business, etc. And if you compete on price against competitors with deeper pockets, you can price yourself right into bankruptcy. Be creative with this differentiator by competing on something other than straight price. For example, you might offer: ∙More value - offer more products or services for the same price.∙Freebies - accessories, companion products, free upgrades, and coupons for future purchases.∙Free shipping, etc. - convenience sells, especially when it is free!∙Discounts - includes offering regular sales, coupons, etc. (see cautions above)Focus DifferentiationThis is the most important method of differentiation, and in many ways, the easiest. Why? Because you simply can't be everything to everybody, so you must pick a specific way to focus your business. Once you have done that, you have an automatic advantage over larger companies because you can become more of an expert in that one field --and you can build close relationships with key customers that will be hard to duplicate. For example, you might differentiate yourself through:∙Location - take advantage your closeness to prospective customers.∙Customer specialization - be very specific about what characteristics your customers will have for example, racing bicycle enthusiasts or companies with a spiritualconscience.∙Customer relationships - know customers really well, form partnerships with them, and get them to speak for you!∙Affinity relationships - associate your product/service with a well-known person or organization.∙One-stop shopping - offer everything your target market needs, in your area of expertise.∙Wide selection (within your niche) although this one may seem to be the opposite of focus - the key is to be very specific in one dimension and very broad in another.Product/Service Offering DifferentiationHow much you are able to differentiate your product or service offering will vary based on what type of business you are in. For instance, if you are in a highly regulated business, your options may be limited. Explore a totally new market or type of product or service, however, and the possibilities abound. The key to successful differentiation in this category, again, is to know your customers, really, really well. Talk to them often, and you will know what they need most and be able to offer it, long before your competitors know what is happening. For example, your product or service could stand out in one of these ways:∙Quality - create a product or service that is exceptional in one or more ways.Examples: Lasts longer --Better --Easier to use --Safer∙New/First - be the first one to offer something in your location/field.∙Features/Options - offer lots of choices, unusual combinations, or solve a problem for a customer in a way no one else does.∙Customization - you may be able to more easily handle special orders than big, mass-market competitors.Customer Service DifferentiationHave you noticed how customer service seems to be out of vogue these days? This situation makes excellent customer service a great opportunity for differentiation and another natural advantage for entrepreneurs that already know what s important to their customers. Build your reputation on making customers feel really good about doing business with you. Works great with referral marketing, too. Examples:∙Deliver Fast - next day, or one-hour--make it faster than customers think possible.∙Unique channel - offer a service over the phone or Internet instead of in person or in their office rather than yours.∙Service-delight customers! - it may seem expensive to offer exceptional service--but it pays off in word-of-mouth advertising.∙Before/during/after-sales support - provide technical or other support to customers using your product. You might use joint ventures to provide that support--butcustomers will perceive it as being from you!∙Guarantee/warranty - offer 100% money-back, or free replacement parts.∙YOU - offer yourself, your unique blend of talents and skills, to attract customers.Make sure they get access to you, too!Keys to Successful Differentiation:∙Know your customers, really, really well.∙Pick a blend of differentiation methods that, in the eyes of your customers, truly sets you apart.∙Talk about your differentiation in terms of customer benefits.∙Tell everyone about what differentiates you--often.∙Keep your differentiation fresh by listening for changing customer needs.。

关于营销策略的外文文献Marketing StrategyA marketing strategy is a plan of action designed to promote and sell a product or service. It involves identifying the target market, understanding customer needs and wants, and developing a unique value proposition that sets the product or service apart from competitors.One key aspect of a marketing strategy is market segmentation. This involves dividing the target market into distinct groups based on demographic, geographic, psychographic, and behavioral characteristics. By understanding the different needs and preferences of these segments, a company can tailor its marketing efforts to effectively reach and appeal to each group.Another important element of a marketing strategy is positioning. This refers to how a company wants its product or service to be perceived in the minds of consumers relative to competitors. By differentiating the product or service through unique features, benefits, or pricing, a company can create a favorable position in the market and attract target customers.The marketing mix is another component of a marketing strategy. This refers to the combination of product, price, place, and promotion that a company uses to market its product or service. The product refers to the actual offering, including its features, design, quality, and branding. The price relates to the pricing strategy and how much customers are willing to pay for the product. The place refers to the distribution channels used todeliver the product to customers, while promotion encompasses the various marketing communications tools used to create awareness and generate sales.A successful marketing strategy also involves setting clear objectives and metrics to measure the effectiveness of marketing efforts. This may include goals such as increasing market share, expanding into new markets, or improving customer satisfaction. By regularly evaluating and adjusting the marketing strategy based on these metrics, a company can ensure that its marketing efforts are aligned with its overall business objectives.In today's digital age, technology plays a crucial role in shaping marketing strategies. Companies can leverage social media, search engine optimization, and data analytics to better understand customer behavior and preferences. Additionally, personalized marketing strategies can be developed based on the data collected from customer interactions, allowing companies to deliver targeted messages and offers to individual customers.In conclusion, a marketing strategy is a comprehensive plan that encompasses market segmentation, positioning, the marketing mix, and the measurement of outcomes. By carefully crafting and executing a marketing strategy, companies can effectively reach and engage their target market, differentiate themselves from competitors, and ultimately achieve their business objectives.。

差异化营销differentiated marketing什么是差异化营销所谓差异化营销（differentiated marketing）差异性市场战略（differentiated marketing tactics）差异性市场策略，又叫差异性市场营销，是指面对已经细分的市场，企业选择两个或者两个以上的子市场作为市场目标，分别对每个子市场提供针对性的产品和服务以及相应的销售措施。

企业根据子市场的特点，分别制定产品策略、价格策略、渠道策略以及促销策略并予以实施。

差异化营销的核心思想差异化营销，核心思想是“细分市场，针对目标消费群进行定位，导入品牌，树立形象”。

是在市场细分的基础上，针对目标市场的个性化需求，通过品牌定位与传播，赋予品牌独特的价值，树立鲜明的形象，建立品牌的差异化和个性化核心竞争优势。

差异花营销的关键是积极寻找市场空白点，选择目标市场，挖掘消费者尚未满足的个性化需求，开发产品的新功能，赋予品牌新的价值。

差异化营销的依据，是市场消费需求的多样化特性。

不同的消费者具有不同的爱好、不同的个性、不同的价值取向、不同是收入水平和不同的消费理念，等，从而决定了他们对产品品牌有不同的需求侧重，这就是为什么需要进行差异化营销的原因。

差异化营销不是某个营销层面、某种营销手段的创新，而是产品、概念、价值、形象、推广手段、促销方法等多方位、系统性的营销创新，并在创新的基础上实现品牌在细分市场上的目标聚焦，取得战略性的领先优势。

差异化营销的形式企业可以选择几个利益最大的子市场做为目标市场，如果有足够的能力满足更多的子市场则可以选择更多的子市场；如果各子市场对企业都很有吸引力，并且企业也有能力为各子市场提供不同的产品和服务，企业可以把子市场作为目标市场。

在世界著名的跨国公司中，宝洁公司是实行差异化营销的典型，它的洗衣粉就有11个品牌，中国妇孺皆知的有强力去污的“碧浪”，价格教较高；去污亦强但价格适中的“汰渍”；突出物廉价美的“熊猫”。

文献出处: Dalman, M. Deniz, and Junhong Min. "Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect." International Journal of Marketing Studies 6.5 (2014): 63-72.原文Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute EffectDalman, M. Deniz & Junhong MinAbstractThis research investigates that brand differentiation creating superior values can be achieved not only by adding meaningful attributes but also meaningless attributes, which is called "trivial attribute effect." Two studies provided empirical evidences as following; first, trivial attribute effect creates a strong brand differentiation even after subjects realize that trivial attribute has no value. Second, trivial attribute effect is more pronounced in hedonic service category compared to the utilitarian category. Last, the amount of willingness to pay is higher when trivial attribute is presented and evaluated in joint evaluation mode than separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research.Keywords: brand differentiation, evaluation mode, service industry, trivial attribute IntroductionProblem DefinitionPerhaps the most important factor for new product success is to create the meaningful brand differentiation that provides customers with superior values beyond what the competitors can offer in the same industry (Porter, 1985). Not surprisingly, more than 50 percent of annual sales in consumer product industries including automobiles, biotechnology, computer software, and pharmaceuticals are attributed to such meaningful brand differentiation by including new or noble attributes (Schilling &Hill, 1998). However, the brand differentiation that increases consumer preference is not only by introducing meaningful attributes but also meaningless attributes. Forexample, it is not unusual to see brands differentiating themselves in the marketplace by adding some non-important attributes to their offerings (e.g., Coca-Cola's "S" shape bottle, Pantene shampoo with vitamins or Folgers coffee changing the shape of coffee particles). These non-important or trivial attributes as the marketing literature suggests are attributes that "appears valuable but, on closer examination, is irrelevant or trivial to creating the implied benefit" (Carpenter, Glazer, &Nakamoto, 1994, p. 339).In marketing, the successful brand differentiation by trivial attributes has been discussed and explained by three different research streams. First, research on trivial attributes has shown that offering these attributes increase brands' buying likelihood by giving consumers reasons or rational for choice (Brown &Carpenter, 2000). Interestingly, even after consumers realized that the brand differentiation by trivial attribute didn't create any meaningful differentiation, their brand choice was the same (Carpenter et al., 1994). Second, Miljkovic, Gong, and Lehrke (2009) find that this trivial attribute effect on brand differentiation depends on the choice set. Specifically, they find that when the choice set consists of at least three brands-where each brand is strong on certain attributes and it is difficult for consumers to make a choice, offering a trivial attribute serves as a "tie-breaker" and thus increases the buying likelihood of that brand. Last, literature reveals that brand differentiation can be obtained by how competing brands are presented and evaluated either separately or jointly which is called the "evaluation mode effect." Hsee, Loewenstein, Blount, and Bazerman (1999) introduce the two types of evaluation modes: separate evaluation and joint evaluation. Separate evaluation describes the evaluation context in which brands are evaluated one at a time. Joint evaluation means that the brands are evaluated simultaneously. In particular, joint evaluation increases transparency when competing brands are evaluated (Chatterjee, Heath, &Min, 2009). Thus, when a brand with trivial attribute is presented and evaluated jointly with another brand without trivial attribute, consumers are easy to identify uniqueness of the brand with trivial attribute, which results in brand differentiation and brand preference. Studies in the evaluation modeliterature continue to provide strong empirical evidences that the evaluation mode effect is particularly strong when consumers need to evaluate brands with uncertainty (Chatterjee et al., 2009; Hsee et al., 1999).The Purpose of This ResearchAlthough our knowledge of trivial attribute effect has been greatly enhanced, how the trivial attribute affects brand evaluation has never been studied from the perspective of product development and marketing strategy. Our research aims to fill the gap by offering empirical evidences from two studies. The goals of this paper is fourth folds; 1) Can brands increase their choice likelihood by adding some trivial attributes, 2) Does this effect depend on the nature of the category (i.e. hedonic vs. utilitarian), 3) Does the type of trivial attributes (hedonic vs. utilitarian) affect the consumer response to these trivial attributes, and finally 4) How can marketing managers effectively communicate a brand with trivial attribute? To reach these goals, in the first study, we review trivial attribute effect, and test how it creates the brand differentiation in service sector. Then, in the second study, we discuss about the evaluation mode literature, and test that the effect whether trivial attribute is more salient in joint evaluation or separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research.Theoretical BackgroundTrivial Attribute Effect on Service ChoiceTrivial attributes are defined as the attributes that do not create meaningful differentiation in evaluation of alternatives (Broniarczyk &Gershoff, 2003; Miljkovic et al., 2009). Consumers treat this trivial information in the advantage of brands that offer them even when they are informed before decision-making about the triviality (Carpenter et al., 1994). Brown and Carpenter (2000) explain this advantage with the reasons based account. They argue that consumers prefer to choose on the basis of easily justified, cognitively available reasons (Brown &Carpenter, 2000). Thus, when the options cannot be chosen based on important attributes, consumers need to rely ontrivial attributes that create brand differentiation (Shafir, Simonson, &Tversky, 1993).The question about what to add to the offering to increase its value is especially important for services (Devlin, 1998), as it is more difficult to create a competitive advantage in service industries (Storey &Easingwood, 1998). The main reason is that unlike physical goods, services are intangible and consumers often face a problem of identifying the necessary attributes in services for evaluation. Thus, they end up only relying on brand comparisons on the basis of selected attributes (Gabott &Hogg, 1994; Rust &Chung, 2006). Therefore, services create more uncertainty for consumers than physical goods at the purchase stage. When a decision can't be justified on relevant attributes, consumers form arguments based on trivial attributes even after they are told about the triviality of the attribute (Albrecht, Neumann, Haber, &Bauer, 2011). Therefore, with the amount of uncertainty in services and the difficulty of evaluating attributes as mentioned above, consumers are likely to use trivial attributes when they are faced with an ambiguous choice set even after they are told about the triviality. We posit the hypothesis as follows;H1: The choice likelihood of service provider that offers a trivial attribute will be higher than that does not offer.Compared to physical goods, services are based on information processing (Rust &Chung, 2006) and how the information is processed depends on whether the service is utilitarian or hedonic (Hirschman &Holbrook, 1982). According to Batra and Ahtola (1991), consumers have these two motives in a choice context. Hedonic services are related to "fun" and "pleasure" (Babin, Darden, &Griffin, 1994) whereas utilitarian services are related to "functionality" (Strahilevitz &Myers, 1998). In a choice context, the outcomes of these two types of services are valued differently as the utilitarian outcome depends on objective standards whereas hedonic ones depend on subjective (discretionary) standards (Botti &McGill, 2010). Moreover, Botti and McGill (2010) argue that hedonic motives are sought "as an end itself" whereas utilitarian motives are used to reach a higher-level goal. We argue that utilitarian services are more anxiety provoking than hedonic services as they include important,harder to achieve, and uncertain goals (Lazarus, 1991). And in situations, when goals are anxiety provoking, trivial attributes are more influential (Xiao, Dacin, &Ashworth, 2011). Therefore, we expect the effect of trivial attributes to be more pronounced in a hedonic service category than in a utilitarian service category. We posit the hypothesis as follows:H2: The advantage of service provider that offers a trivial attribute will be more pronounced for the hedonic services compared to utilitarian services.Marketing Communication Strategy Using Trivial Attribute Effect Prior literature has suggested that comparison is a natural and powerful strategy that consumers often rely on (Cooke, Janiszewski, Cunha Jr, Nasco, &De Wilde, 2004; Dhar, Nowlis, &Sherman, 1999). Hsee and Leclerc (1998) suggest that consumer preference changes depending on how products are presented and evaluated, specifically, whether they are evaluated separately (separate evaluation mode) or jointly (joint evaluation mode). For example, in separate evaluation when one is asked to rate the importance of supporting government intervention for saving dolphins over preventing skin cancer among farm works, the number of people who supports the government intervention for saving dolphins is substantial. However, in the joint evaluation mode when the same person is asked to compare the importance of dolphin to that of a human side by side (or jointly) the majority of people's answer is obvious to support a human.Thus, consumers in joint evaluation mode not only greatly save their efforts but also increase accuracy in choice because it is easier to identify similarities and differences between competing brands. This evaluation strategy focusing on the difference or something unique makes the trivial attribute become salient and even meaningful (Dhar& Sherman, 1996). Taken together, we posit that brand with trivial attribute will be perceived more valuable (i.e., people are willing to pay more) in the joint evaluation mode than it is in the separate evaluation mode.H3: Willingness to Pay (WTP) is higher in the joint evaluation mode than that inthe separate evaluation mode.DiscussionCreating brand differentiation has been critical more than ever in our globalized world. Many manufactures of consumer package goods make enormous marketing efforts to differentiate their brands against competitors often by searching and adding new or noble attributes. An important decision to make for marketing managers is to determine what features should be included. In this research, we introduced an unusual brand differentiation strategy using the trivial attribute effect. Results from two experimental studies point out the following; if a trivial attribute as easy to implement as playing music in between class sessions for a GMAT course or distributing free ice at a Music Festival is offered, it can help service providers gain competitive advantage over their competitors. This can allow managers to be more creative and stay competitive in the market. Our results also indicate that this effect is more pronounced in hedonic service categories compared to the utilitarian categories.From the ethical perspective, offering attributes that don't create meaningful difference for consumers is not deceiving consumers as our results indicate that the effects of trivial attributes hold even after consumers are told about the triviality of them. Moreover, consumers indicated in our study that they are not only aware of the triviality of these attributes but they also think they are not useful in their decision-making. Another result we found that supports the triviality of these attributes is that the type of trivial attribute (hedonic / utilitarian) does not matter. Lastly, in terms of effective marketing communication strategy relying on trivial attribute effect, our results revealed that the joint evaluation mode increases the consumer's willingness to pay more than that of the separate evaluation mode.译文不同寻常的品牌差异化营销策略：微不足道的属性效果德尼茨·达尔曼；骏宏茗摘要本研究的主要内容是，通过品牌差异化来创造优越的价值，不仅可以通过添加有意义的商品属性来实现，还可以通过添加看似毫无意义的商品属性来实现，这被称为“微不足道的属性效应”。

根据鞋子的特点,实行差异化营销英语作文Shoes are an integral part of our daily lives and have evolved significantly over the years. From the simple sandals of ancient civilizations to the high-tech, fashion-forward footwear of today, the shoe industry has continuously adapted to the changing needs and preferences of consumers. One key strategy that has emerged in the shoe market is the concept of differentiated marketing, where companies tailor their products and marketing approaches to cater to the unique characteristics and preferences of different consumer segments.The shoe industry is a highly competitive market, with a wide range of brands, styles, and price points catering to diverse consumer demands. In order to stand out and capture a larger market share, shoe companies have recognized the importance of understanding their target audience and developing tailored marketing strategies that resonate with their specific needs and desires.One of the primary characteristics that can be leveraged for differentiated marketing in the shoe industry is the intended use orfunction of the shoes. For example, athletic shoes designed for high-performance sports and activities require a different marketing approach compared to casual everyday shoes or dress shoes for formal occasions. Athletic shoe brands like Nike, Adidas, and Asics focus their marketing efforts on highlighting the technical features, superior comfort, and enhanced athletic performance of their products, targeting consumers who are passionate about fitness and sports. These brands often collaborate with professional athletes and sports teams to build brand credibility and appeal to their target audience.In contrast, casual and dress shoe brands like Converse, Clarks, and Cole Haan emphasize the stylish, versatile, and comfortable aspects of their footwear, targeting consumers who value fashion, everyday wearability, and a more relaxed lifestyle. These brands may partner with fashion influencers, celebrities, or lifestyle magazines to showcase their products in a more aspirational and lifestyle-oriented manner.Another key characteristic that can drive differentiated marketing in the shoe industry is the target demographic. Shoe companies often tailor their products and marketing strategies to cater to specific age groups, gender preferences, or cultural backgrounds. For instance, children's shoe brands like Stride Rite and Crocs focus on designing comfortable, durable, and playful shoes that appeal to parents andtheir young children, emphasizing features like easy-to-use closures, breathable materials, and fun designs.On the other hand, luxury shoe brands like Manolo Blahnik, Christian Louboutin, and Jimmy Choo target a more affluent and fashion-conscious consumer base, positioning their products as high-end, exclusive, and aspirational. These brands often leverage their heritage, craftsmanship, and association with celebrity culture to create a sense of exclusivity and desirability among their target audience.Additionally, shoe companies may also differentiate their marketing strategies based on the specific needs and preferences of different geographical regions or cultural contexts. For example, in some parts of the world, traditional footwear like kimonos, sarees, or ethnic sandals may hold significant cultural significance and require a more nuanced marketing approach that acknowledges and respects these traditions.Furthermore, the rise of e-commerce and digital marketing has also influenced the way shoe companies approach differentiated marketing. Online platforms allow for more personalized and targeted marketing tactics, such as leveraging consumer data and behavior to offer customized product recommendations, personalized content, and tailored promotional campaigns.For instance, shoe brands may use algorithms to analyze customer browsing and purchase history to suggest complementary products or offer personalized style recommendations. They may also create targeted social media campaigns or influencer collaborations that resonate with specific demographic groups or lifestyle preferences.In conclusion, the shoe industry's adoption of differentiated marketing strategies has been a crucial factor in its ability to cater to the diverse needs and preferences of consumers. By understanding the unique characteristics of their target audience, such as the intended use of the shoes, the target demographic, and the cultural context, shoe companies can develop tailored marketing approaches that effectively communicate the value and relevance of their products to their customers. This strategic approach not only helps companies stand out in the competitive market but also fosters stronger brand loyalty and customer engagement, ultimately driving business success.。

外文翻译原文Differentiated marketingMaterial Source:DIFFERENTIATED Author: RanWenLe What is the differential marketingSo-called differential marketing differentiated diversity market strategy market strategy, also called differences between otherness marketing, refers to face has subdivision market, the enterprise choose two or more son market as our target market, respectively for each child market to provide specific products and services as well as corresponding sales measures. Enterprise according to the son market characteristics, respectively formulate product strategy, price strategy, channel strategy and marketing strategy and to carry out.The core idea of differential marketingThe differential marketing, the core idea is "segment market, in view of targeted location, import brand, sets up the image". Is the market segmentation, based on the target market, through the personalized needs of brand positioning and communication, give the brand of unique value, sets up the distinct image, establish brand differentiation and personalized core competitive advantages. Marketing is the key differences flower market actively seeking cur, select the target market, mining had be notted satisfy personalized needs of consumers, develop new products of new functions, give the brand new value. The differential marketing basis, is the market consumption demand diversity characteristics. differential consumers have different tastes, different personality, different value tropism, the difference is the income level and different consumption idea, etc, thus determines their product brand to have different needs considerations, and this is why need to undertake the differential marketing reasons.The differential marketing not some marketing level, some marketing method of innovation, but products, ideas, value, image, promotion means, promotion methods such as comprehensive, systematic marketing innovation, and innovation on the basis of realizing brand in the market segment goal on the focus, obtain strategic lead.The differential marketing formEnterprise can choose some interests as the biggest son market target market, if have enough ability to satisfy more child market, it can choose more child market; If each branch of enterprise all market is very attractive, and the enterprise also has the ability to provide for each branch market of different products and services, enterprise can traverse the market as the target market.In the world famous multinational, procter &gamble company is a typical differential marketing, it has 11 of detergent, China knows the brand has strong decontamination "BiLang", price teach high, Decontamination also strong but moderate price "the tide's";Protrusions cheap beauty "panda". Shampoo is has six brand, have grade represents "the sand," Tide breed of "matt; silk" Elegant "ting"; A new generation of "float soft". In addition, it has eight brand of soap, four brands of detergent, four brand of toothpaste, 3 brand cleaners, 3 brand of toilet paper.When the development of technology, industry of vertical division and information openness, timeliness, make more and more products appear homogeneity, seek the differential marketing has become the enterprise survival and the development one necessary weapon. Famous strategic management experts Michael porter, which can be described as the differentiation strategy: when a company is able to provide some unique, other competitors cannot replace the goods, as for clients its value is not only a cheap goods, the company will have yourself and competing firms distinguishes.For general commodity speaking, differences always exist, just/irrespcet of different ways. And the differential marketing pursuit of "difference" is the product of "incomplete alternative", namely enterprise relies on its technical superiority and the management superiority, produce in performance, the quality is superior to the market on the current level of product, or in respect of selling, through the distinctive publicity activities, flexible marketing means, thoughtful after-sales service, in the consumer's mind set up different general image.Strategy one: product differentiationProduct differentiation refers to the characteristics of the products, working performance, consistency, durable sex, reliability, easy to fix the rational, style and design of the differences. That is an enterprise in the production of products, quality and performance obviously better than the manufacturers of similar products on the market, thus forming alone. For the same industry competition for, the core of the product value is basically the same, what is different in performance and quality tosatisfy customer needs in the basic circumstance, to provide customers with a unique product differentiation strategy is the pursuit of the goal. China in the 1980s is 10 people use a product, the 1990s is 10 people with 10 kinds of products, and today is one in 10 kinds of products. Therefore, any companies cannot use a product to meet 10 kinds of need, best launched 10 products meet 10 kinds of need, even meet a need. Enterprise implement differentiation marketing can be from two aspects.One is the feature. Product characteristics refers to products to supplement the basic function of characteristics. Most products are with different characteristics. Its starting point is the product of the basic functions, and then enterprise by adding new features to introduce new products. In the implementation of the most successful when several procter &gamble company, with its shampoo products, the float soft consumer buying purpose is nothing but to scurf, complaisant, nutrition, protect hair, black hair, and adapt, p&g released corresponding brand matt silk, pan ting, sand, embellish yan. In the development of other brands of products, p&g also many use this strategy. China's beverage enterprises in introducing new products are adopting such strategies, such as the farmer mountain spring "have a little sweet", the farmer orchard "hybrid" and "drink juice before a wave", the "daily THHC juice", huiyuan juice "true" characteristics of orange in consumer memory have left deep impression. Visible, the product characteristic is enterprises to realize product differentiation competitive tool.2 it is style. Fashion is a product which gives the buyer's visual effect and feelings. The haier group of refrigerator, haier product exemple refrigerator design have Europe, Asia and the americas of three different style. European style is rigorous, square door, white neuro-ophthalmologic manifestations. Asian style is given priority to with quietly elegant, with the circular door, rounded door, color decorative pattern, steel plate to reflect, American style is prominent showily, with widebody streamline modelling appeared. Be like again some drink factories in China from previous rotate open means, convert the so-called "sports cover" direct pull up the bottle method also has achieved great success. In addition, to average consumer character, working performance and consistency of quality, durability, reliability, easy to fix the rational is also seeking differences focus. If the car by standard component, and easy replacement parts, the car easy fix rationality is high, in the customer heart will have certain competitive advantage.Strategy 2: service differentiationService differentiation is to show enterprise to target market provides withcompetitors different excellent service. Especially in difficult to highlight the visible products difference, the key competitive success often depends on the amount of service and quality. Difference between the service level of main factors have a delivery, installation, user training and advice, maintenance, etc. Pre-sale service difference became the competition between rival etc. For example, with a computer, some is guaranteed for one year, some warranty for three years, With the user is training, lenovo, hisense computers have a free training schools, but the training content each have differences, With sales is electric water heater, haier group implement 24 hours and complere service pre-sale set high-quality service to every customer pleasing.In the increasingly fierce competition in the market, service has become all business activities of the starting point and end-result. Nowadays, the price of the product and technical nuances are gradually narrowing, the influence of factors except for consumers to buy the product quality and the image of the company outside, the key still service quality. Service can dominate the trend of product sales, service is the ultimate goal of improving customer turns heads, and expand the market share. While only differentiation of service to the enterprises and products in the consumers' mind always hold "place". American international commercial computer company (IBM) according to the computer industry product technical performance about the same situation analysis, thought the service is needed to users, so sure enterprise's management idea is "IBM means service". China's haier group with "to provide customers with perfect service" as the enterprise's success creed, haier's "through efforts to try to user trouble to zero" "users are always right" "stars service thought" "sales is credit, not sales products" "high-quality service is the foundation of sustainable development" and "deliver high quality service to be able to bring the company more selling" service concept, truly user lists in god's position, users in the use of haier product has got omni-directional satisfied. Natural, haier brand image in the consumer's mind more and more is also high.Strategy 3: image differentiationImage differentiation is through the shaping and competition of different products, enterprise and brand image to gain a competitive advantage. Image is that the public on products and enterprise ideas and feelings. Shape the image tools are: name, color, logos, signs, environment, activities, etc. With colour for, kodak yellow, Fuji, green, red lucky film, PepsiCo's blue and red, etc. Are all very cola can let consumer in numerous similar products in easily identify apart. Then taking Chinaalcoholic product image difference speaking: maotai wine the state banquet of image, sword of datangshengshi wine image, luzhou old cellar historical vicissitudes image was open, six good fortune of blessing wine image, and the strength of concrete wine, image and so on each has its own characteristics. Consumers in buy certain alcohol, the first that comes into mind is balanceand image; In wine, taste wine, but is tasted out by wine image difference have different mind cheerful.译文标题：差异化营销资料来源：差异化营销作者：冉文乐什么是差异化营销所谓差异化营销差异性市场战略，又叫差异性市场营销，是指面对已经细分的市场，企业选择两个或者两个以上的子市场作为市场目标，分别对每个子市场提供针对性的产品和服务以及相应的销售措施。

营销策略外文文献"Developing Effective Marketing Strategies in Today's Competitive Landscape"In today's highly competitive business environment, developing effective marketing strategies is crucial for businesses to stand out and attract customers. With the constant evolution of technology and consumer preferences, organizations must constantly adapt and innovate their marketing approaches to stay relevant and successful.One key aspect of developing effective marketing strategies is understanding the target audience. By conducting market research and analyzing consumer behavior, businesses can gain valuable insights into their customers' needs, preferences, and purchasing habits. This information can then be used to tailor marketing campaigns and messages that resonate with the target audience, increasing the likelihood of capturing their attention and driving sales.Another important component of successful marketing strategies is choosing the right channels to reach and engage with potential customers. With the rise of digital marketing, businesses have a multitude of options at their disposal, including social media, email marketing, pay-per-click advertising, and search engine optimization. It is essential for businesses to carefully select the most relevant and effective channels for their target audience, and to create compelling and engaging content that will capture attention and drive action.Furthermore, building brand awareness and loyalty is critical forlong-term success. Creating a strong and recognizable brand identity, and consistently delivering on promises and values, can help businesses build trust and loyalty with their customers. This can be achieved through effective branding, storytelling, and customer service, which help to create a positive and memorable experience for consumers, encouraging repeat business and word-of-mouth referrals.Lastly, measuring and analyzing the effectiveness of marketing strategies is essential for continuous improvement. By tracking key performance indicators and adjusting strategies based on real-time data and feedback, businesses can ensure that their marketing efforts are delivering the desired results and staying ahead of the competition.In conclusion, developing effective marketing strategies requires a deep understanding of the target audience, the selection of the right channels, the building of brand awareness and loyalty, and the continuous measurement and improvement of efforts. By implementing these core principles, businesses can position themselves for success in today's competitive landscape.。

Chapter21An Application of PLS in Multi-Group Analysis:The Need for Differentiated Corporate-Level Marketing in the Mobile Communications IndustryMarkus EberlAbstract The paper focuses on the application of a very common research issue in marketing:the analysis of the differences between groups’structural relations. Although PLS path modeling has some advantages over covariance-based structural equation modeling(CBSEM)regarding this type of research issue–especially in the presence of formative indicators–few publications employ this method.This paper therefore presents an exemplary model that examines the effects of corporate-level marketing activities on corporate reputation as a mediating construct and,finally,on customer loyalty.PLS multi-group analysis is used to empirically test for differences between stakeholder groups in a sample from Germany’s mobile communications industry.21.1MotivationThe escalating competition in global markets has compelled companies throughout all industries to analyze their(potential)customer base.Subsequently,the applica-tion of differentiation strategies has emerged as an extremely successful possibility in saturated markets(Markwick and Fill1997).Customer segmentation approaches have inspired quantitative marketing research to develop methods with which to identify customer segments.Simultaneously,a growing stream of research has aimed at broadening the understanding of product-and customer-driven organiza-tional success factors(Hall1992;Markwick and Fill1997;Wilson1985;Weigelt and Camerer1988).Assets that are intangible by nature can,from a resource-based view,be a strategic success factor for companies,since they cannot be easily imi-tated by competitors.For various reasons,which are described later,a company’s reputation is one of its most interesting intangible assets.Empirical research into the consequences of intangibles–and especially reputation–has been relatively scarce M.EberlSenior Consultant Models and Methods,TNS Infratest Forschung GmbH,Landsberger Straße338,80687M¨u nchen,Germanye-mail:markus.eberl@V.Esposito Vinzi et al.(eds.),Handbook of Partial Least Squares,Springer Handbooks487 of Computational Statistics,DOI10.1007/978-3-540-32827-822,c Springer-Verlag Berlin Heidelberg2010488M.Eberl and is only slowly providing empirical evidence of the theoretically postulated effects of a“fine”corporate reputation.The aim of this paper is to show that PLS path modeling can be a helpful tool when the question is whether one should also segment the relevant interested parties in respect of reputation management.From a methodological point of view,the problem analyzed in this study is quite popular,as it boils down to the analysis of differences in structural rela-tions(e.g.,the effect of customer satisfaction on retention)between groups(i.e. subsamples).Although PLS path modeling has advantages(e.g.,the softer distri-butional assumptions,or the possibility to deal with large numbers of formative indicators)over covariance-based structural equation modeling(hereafter referred to as CBSEM)regarding this type of research question,few publications employ this method.This paper therefore presents a typical PLS application in marketing research.Research into intangible resources’outcomes and corporations’success factors generally refers to the question of control levers,i.e.which activities man-agement should preferably undertake in order to achieve a sustainable competitive advantage from this intangible.These drivers are often formative indicators that rule out CBSEM approaches in many cases(MacCullum and Browne1993;Bollen 1989;Eberl2006).The model proposed in the following sections deals with the effects of corporate-level marketing activities on corporate reputation(as an exemplary intangible resource)and,finally,on customer loyalty.Reputation will be modeled with two constructs that mediate the activities’effect on customer loyalty.(Note that accord-ing to Baron and Kenny(1986),a moderator is defined as a qualitative(e.g.,sex, race,class)or quantitative(e.g.,level of reward)variable that affects the direction and/or strength of an independent–or predictor–variable and a dependent–or criterion–variable’s relationship,while a variable functions as a mediator to the extent that it accounts for the relation between the predictor and the criterion.)We further introduce a stakeholder group(i.e.a subsample)as a moderator variable into our model in order to explore the possible need for differentiated marketing activi-ties in order to gain a high reputation and customer loyalty in different subgroups. This part of the research is more exploratory in nature and expands the theoretical knowledge to be gained from the hypothesized relationships between the model con-structs in the model structure.Owing to the presence of many formative indicators, PLS path modeling is the only simultaneous method to quantify all relationships, including the latent variables in this model.The model is to be tested empirically with a sample from Germany’s mobile communications industry.PLS multi-group analysis,with parametric t-testing based on the PLS re-sampling technique(Chin 2000),will be used to empirically test for differences between stakeholder groups in a sample.The paper is organized as follows:in the next section,the theoretical aspects of the model are presented,which include the concept of corporate reputation and the levers for corporate-level marketing.Thereafter,the measures are pre-sented that were used to capture the latent variables in the model.As mentioned above,PLS path modeling is the only viable methodology with which to estimate these.Section21.4briefly discusses the methodology of parametric multi-group21An Application of PLS in Multi-Group Analysis489 comparisons of PLS estimates,which will later be employed to explore stakeholder groups’moderating influence.The empirical results are presented in Sect.21.5, while thefinal section concludes the paper and presents some implications for corporate behavior.21.2Corporate-Level Marketing and Reputation21.2.1Reputation’s ConsequencesCompanies are becoming increasingly aware that a purely shareholder-oriented approach to doing business can be problematic.Afirm’s long-term goals are often not purelyfinancially oriented,thus affecting a broader set of stakeholders.Besides, sustainable competitive advantages can be more easily obtained from intangible assets than from more product-related sources,as they are much harder to imi-tate.A company’s reputation is one of those intangibles that are extremely hard to imitate(Hunt and Morgan1995).The literature ascribes many potential com-pany benefits to a“good”reputation:With regard to consumers(Shapiro1983; Zeithaml1988),reputation functions as a risk-reduction mechanism(Kotha et al. 2001),leads to higher product satisfaction(Aaker1991),and ultimately increases loyalty(Rogerson1983).But one has to acknowledge that although the cited authors agree on the more or less theory-based fact that reputation is a source of competitive advantage,there has been relatively weak empirical evidence of the consequences of a“good”reputation(Roberts and Dowling2002)as well as the marketing levers that can be used in reputation management.21.2.2The Concept of Corporate ReputationInitially,research into reputation revealed great dissent in respect of the construct’s definition.Although many authors have published on the subject,this problem is still,to some degree,present(Fombrun and van Riel1997;Gotsi and Wilson2001). Consequently,current research is faced with a large number of different definitions as well as operationalizations of reputation.21.2.2.1DefinitionsThe discussion of definitions–which has been part of reputation research from the start–has not led to an integrative conceptualization that can be used in all research areas in which the term“reputation”is relevant(e.g.,sociology,signaling theory,or corporate level marketing).Nevertheless,there are a number of useful definitions of “reputation”that are,to some extent at least,based on scientific work.They differ490M.Eberl with regard to the various interested parties’point of view as well as regarding the distinction between“corporate image”and“corporate reputation”(Eberl2006). Since the discussion of definitions is not integral to this paper,only one definition will be presented(cf.Gotsi and Wilson,2001;Eberl,2006).Although there are still certain differences,various authors have tried to provide an integrative definition of recent conceptualizations.In their cross-disciplinary literature review,Gotsi and Wilson(2001)defined corporate reputation as“(..)a stakeholder’s overall evaluation of a company over time.This evaluation is based on the stakeholder’s direct expe-riences with the company,any other form of communication and symbolism that provides information about thefirm’s actions and/or a comparison with the actions of other leading rivals”(Gotsi and Wilson2001).21.2.2.2The Dimensionality of ReputationMany“reputation indexes”with which to quantify reputation have,however,not been developed according to scientific operationalization procedures.Among these are rankings such as Fortune Magazine’s“America’s/Global Most Admired Com-panies”indexes(Hutton1986)(henceforth referred to as AMAC and GMAC),and a large number of European magazines’indices like Germany’s“Manager Magazin Imageprofile”.Eidson and Master(2000)as well as Schwaiger(2004)provide an overview of the various measurement concepts,all of which have been criticized to some extent.An important validity problem in prior reputation research has always been that reputation’s multidimensionality has not been in accordance with the relevant conceptualization.This critique is especially valid regarding the Fortune“Most Admired”indices as formulated by Fryxell and Wang(1994).Fortune presents two indices:the AMAC(America’s Most Admired Companies)and the GMAC (Global Most Admired Companies).In the AMAC study,an overall reputation score is achieved as the mean of eight attributes rated by experts from within the com-pany’s industry on11-point scales(Hutton1986).While AMAC only incorporates American companies,the GMAC features the500largest companies worldwide. The GMAC overall score is computed from the eight AMAC categories plus one item that refers to the company’s international activities.An important problem with these measures is that there is no clear definition of the concept“reputation”(Sobol et al.1992).Fombrun and Shanley(1990)analyzed the reputation measures’scores and items and concluded that the Fortune scales are problematic because of their unidimensionality(Brown and Perry1994),and becausefinancial criteria uniformly determine the Fortune data.While the Fortune surveys marked the kick-off of reputation research,most authors publishing on the topic agree that there are other criteria according to which a reputation should be assessed(Dunbar and Schwalbach2001;Fombrun and Shanley1990;Herremans et al.1993;Weiss et al. 1999;Benjamin et al.1999;Shenkar and Yuchtman-Yaar1997;Shamsie2003). Balmer(2001a,b,2003)makes a strong point for corporate branding as a major research area in twenty-first century marketing.A strong corporate brand cannot be21An Application of PLS in Multi-Group Analysis491 easily assessed,but pastfinancial performance is a prerequisite for a company to be held in high esteem,i.e.to be highly reputed(Balmer2003).A unidimensional construct would also contradict the definitional framework given above.Therefore, a conceptual broadening of the“reputation”construct,as evaluated with the Fortune data,is necessary.This broadening is accomplished as follows:for our study,we draw on a def-inition of reputation as a concept similar to mon knowledge from attitude theory provides us with reputation’s two-dimensionality,which comprises a cognitive as well as an affective component(Schwaiger2004).In his empirical study,Schwaiger(2004)likewise conceptualized reputation:Based on a defini-tion of corporate reputation as an attitude-related construct–which is consistent with recent definitions–he modeled reputation with two dimensions,using a cog-nitive and an affective component.Twenty-one explanatory variables that formed antecedents of corporate reputation were gained from open-ended expert inter-views.After pretesting,a large-scale representative data set(3,300judgements on the21driver items)from Germany,the United Kingdom,and the United States was split in half.Thefirst half of the sample was used to explore the strength of these drivers’influence on corporate reputation.Cross-validation with the rest of the sample yielded satisfying results.The model proved to be reliable and valid in explaining the drivers of reputation.The structure of four constructs that drive repu-tation has been shown to be robust across different data sets,countries and industries (e.g.Eberl and Schwaiger2004,2005;Eberl2006).This paper suggests that it should also be taken into account that it is possi-ble–through communication–to substitute individuals’direct experiences with surrogate experiences and thus allow a reputation to exist within the overall public (Mahon2002;Dozier1993).The term“surrogate experiences”defines the commu-nications of other stakeholders’direct experiences(as customers,employees,media etc.)with a company to third-party stakeholders.This view is in accordance with Fishbein’s view of attitudes being ultimately“obtained from direct experiences with objects and from communications about them received from other sources”(Loudon and Della Bitta1993).Note that the concept explicitly allows reputation to vary within different stakeholder groups.21.2.3Antecedents and Consequences of ReputationWhile the different concepts of reputation have been thoroughly discussed in liter-ature,recommendations on how a reputation can actually be managed are scarce. Some evidence has been provided to show that corporate-level marketing’s activi-ties(comprising product quality as well as corporate communications and corporate social responsibility,etc.)actually influence reputational judgements.Nevertheless, it is not known whether these judgments affect a company’s customer-specific mar-keting objectives(e.g.,customer satisfaction and loyalty).Since this paper does not492M.Eberl endeavor to present a complete model for all possible outcomes of reputation,the focus on satisfaction and loyalty are deemed sufficient at this stage.This paper argues that isolated corporate-level marketing activities do not directly influence consumers’loyalty decisions.It is far more plausible that individuals process the perception of a single company activity in the light of existing eval-uations stored in their minds,which will eventually lead to a confirmation or contradiction of the existing evaluation called reputation.Hence,reputation is an important mediator in the analysis of corporate-level marketing activities’impact on customer loyalty.It is conceptualized in a two-dimensional way:(1)a dimension comprising all of the stakeholders’cognitive evaluations of the company(which can be labeled“competence”)and(2)a dimension capturing all of the stakehold-ers’affective judgments(which can be labeled“likeability”).It is hypothesized that both dimensions influence customer satisfaction directly,while the emotional dimension also influences loyalty directly.Previous research into the“drivers of rep-utation”(Schwaiger2004;Eberl and Schwaiger2005),i.e.afirm’s corporate-level marketing instruments,has identified four formative constructs that aggregate the relevant corporate levers(“quality”,“performance”,“attractiveness”and“corporate social responsibility”).Figure21.1displays the relationships taken into account. The supposition that the two dimensions of reputation are mediators implies the need to test for their mediating influence,which a later section describes.corporate reputation (two reflective dimensions)consequences of corporate reputation (reflective)formative driver constructs of corporate reputation (antecedents) Fig.21.1Research model21An Application of PLS in Multi-Group Analysis493 21.2.4Stakeholder-Specific Reputation ManagementThe analysis of the path coefficients in the proposed model allows for a detailed prioritization of marketing activities’levers on the four driver constructs’aggregate level as well as on the more detailed level of the formative indicators used to opera-tionalize the constructs.Since it is in the very nature of stakeholder groups to have differing interests in respect of a company,it is plausible that some of those stake-holder groups will tend to weigh the various aspect of a company’s reputation and behavior differently,which will lead to marketing activities influencing reputation to various degrees.Moreover,it is possible that by assessing companies profession-ally,and thus on a more cognitive basis,the cognitive components of reputational aspects will have a relative dominating effect on customer satisfaction and loyalty. The relative importance of the influence of reputation’s cognitive dimension com-pared to that of its affective dimension is key to the model’s interpretation.This is due to this influence’s importance,inducing a choice of some marketing levers over others in reverse:When choosing which corporate-level marketing activity to emphasize,it will be this activity’s contribution(i.e.the path coefficient)to compe-tence and likeability that will lead to the company taking concrete measures.And the relative importance of competence and likeability for satisfaction and loyalty (i.e.the specific path coefficient)will provide the answer to whether competence or likeability will have greater influence on satisfaction and loyalty.If stakeholder groups react differently to corporate-level activities,this implies that a company has to act in a differentiated and segment-specific way.Consequently,the stakeholder group should be interpreted as a discrete moderator variable.This moderator may account for differences in reputation levers’strength.The analysis of group differ-ences undertaken in this study therefore seeks to answer two questions of a more exploratory nature:(1)Is there such a moderating effect at all,i.e.do drivers of reputation andsatisfaction differ depending on the stakeholders?(2)Is this an issue for all stakeholder groups and all paths in the hypothesizedmodel,or are there some levers for reputation management that should be employed in subgroups only?21.3Operationalization and MeasuresThe operationalization of the four exogenous constructs that drive reputation(“qual-ity”,“performance”,“attractiveness”,and“corporate social responsibility”)is based on previous research by Schwaiger(2004)as well as Eberl and Schwaiger(2005), in which a procedure similar to Rossiter’s C-OAR-SE approach has been applied (Rossiter2002).If one ignores this approach’s dogmatic rejection of statistical mea-sures in the item validation process(cf.the recent critique by Diamantopoulos 2005),it is a good guideline for operationalization.In interviews with experts from various industries,corporate reputation was briefly defined and discussed to494M.Eberl ensure a common understanding of reputation and the constructs quality,perfor-mance,attractiveness,and CSR.The experts were then asked to take a broad view of their organizational environment and think of aspects that could possibly drive their company’s reputation in the fourfields of organizational quality,the perfor-mance aspects,the company’s attractiveness,and its responsible behavior.After gaining21items for the four constructs(presented in the appendix),the causal direction between each indicator and its respective construct was inspected(Chin 1998b;Jarvis et al.2003;Eberl2004).It was found that the21indicators have to be specified as formative.This is not surprising,since the aim of the expert interviews was to identify drivers,i.e.antecedents of reputation.This is also in accordance with the intention to model quality,performance,attractiveness,and social responsibility as driver constructs for corporate reputation and,ultimately,being able to identify important levers(i.e.the indicators).The measures thus capture the stakeholders’assessment of21levers for corporate-level marketing activities and can be used as input variables in respect of reputation management and controlling.For example, corporate social responsibility is captured by the aspects“I have the feeling that[company]is not only concerned about profit”“[company]is concerned about the preservation of the environment”“[company]behaves in a socially conscious way”“I have the impression that[company]is forthright in giving information to the public”and“I have the impression that[company]has a fair attitude towards competitors”Intuitively,it is possible for a company to be forthright in giving information to the public,while simultaneously not necessarily behaving in a socially conscious way (in the eyes of the stakeholders).Therefore,these indicators need not necessarily correlate from a theoretical point of view.The same argument applies to the rest of the indicators presented here and in the appendix.These aspects represent target variables for marketing activities.The extent of their effects on customer-specific target variables such as customer satisfaction and loyalty is therefore crucial for the prioritization of such activities.The three indicators gained in respect of competence as well as the three indi-cators of likeability were identified as being exchangeable indications of their underlying constructs and were treated as reflective(Schwaiger2004).Likeability was operationalized by the following items:“[company]is a company that I can better identify with than with other compa-nies”“[company]is a company that I would more regret not having if it no longer existed than I would other companies”,and“I regard[company]as a likeable company”The measures of the cognitive dimension of reputation were:“[company]is a top competitor in its market”“As far as I know,[company]is recognized world-wide”and“I believe that[company]performs at a premium level”21An Application of PLS in Multi-Group Analysis495 Finally,the constructs of customer satisfaction and loyalty were operational-ized with reflective measures that are well known in empirical marketing studies (Zeithaml and Berry1996):overall satisfaction,intention to repurchase,propensity for recommendation,and intention to remain a customer in the long-run.All the items in the study were measured with7-point rating scales.However,a reassessment of the specification of the constructs likeability,competence,customer satisfaction,and loyalty via expert interviews could not verify that the measures have to be specified in a formative fashion.21.4PLS Path Modeling in Multiple GroupsThe proposed model presents an application of PLS path modeling in corporate-level marketing.An interpretation of the path coefficients that determine the four formative constructs allows corporate-level marketing measures,as represented in the formative indicators,to be prioritized(MacCullum and Browne1993).In fact, the same model would not be identified in a CBSEM environment.“Stakeholder group”can be described as a moderator variable in this model.As such,it is hypothesized as influencing the other main effects’strength in the model (Baron and Kenny1986)(i.e.the effects of the four exogenous driver constructs as well as the impact of the two reputational dimensions on customer satisfaction and loyalty).There are several ways of including moderating effects within PLS path models.21.4.1Moderating Influences Within Structural ModelsOne way would be to include an exogenous interaction term within the model.The model would then not only comprise the main effect under consideration(a)and the moderator variable’s main effect on the endogenous variable(b),but also an interaction variable’s effect(c)(predictor moderator).Proof of moderation would be provided if path c was found to differ significantly from zero(Baron and Kenny 1986).This approach is especially appealing for continuous(and latent)moderator variables,but cannot be used in path modeling with covariance-based techniques (CBSEM).These models assume that the correlation between latent variables’error terms equals zero.These assumptions would,of course,be violated by the very way in which the interaction term is constructed.PLS,conversely,has no such restric-tion,so that the interaction technique is a feasible alternative for testing moderation in PLS models.Chin et al.(2003)point out that due to PLS’bias,it is actually superior to traditional OLS regression in respect of the same model:“While prob-lematic if not accounted for within covariance-based modeling software such as LISREL,these correlations may actually help provide a more accurate estimation of the interaction effect when using PLS”(Chin et al.2003).496M.Eberl The construction of the interaction term(a b)is accomplished by formulating a latent interaction variable.The cross-product of the predictor and moderator vari-ables’indicators yields the indicators of the latent interaction variable(Chin et al. 2003).This approach can be applied without any drawbacks if both the predictor and moderator construct are modeled as having reflective indicators.If,however,at least one of the two constructs is operationalized in a formative fashion,the cross-product of the indicators must not be applied:“Since formative indicators are not assumed to reflect the same underlying construct(i.e.can be independent of one another and measuring different factors),the product indicators between two sets of formative indicators will not necessarily tap into the same underlying interaction effect”(Chin et al.2003).It is therefore recommended that in respect of a forma-tive predictor and/or moderator variable,the latent variable scores of one or both should,as afirst step,be estimated in a main effects model and that the latent inter-action variable should then be constructed as a single-indicator construct via the product variable of the two latent score variables.One drawback of this approach is,however,that it is not possible to interpret the moderator variable’s impact on the predictor variable’s weights(and/or loadings).This is a drawback when conducting driver analysis21.4.2Multiple Group AnalysisThe second approach to the analysis of moderating effects in path models is multi-ple group analysis,which is especially useful for discrete moderator variables(e.g., sex,customer status[yes/no],stakeholder group).Group comparisons are also used in CBSEM environments(J¨o reskog1971),but can also be applied in PLS(Chin 2000;Keil et al2000).Basically,a discrete moderator variable can be interpreted as dividing the data into groups of subsamples.The same PLS path model can then be estimated in each of the distinct subsamples.CBSEM models usually report having used different measures for globalfit(based on their hard distributional assumptions),which allows for a statistical assessment of the group differences in terms of the structural invariance between the groups.This approach is an easy-to-apply instrument for testing discrete moderators.Nevertheless,the approach does have some drawbacks.One of the prerequisites of this parametric testing proce-dure is that–as in any t-test–the data is largely normal.This is a huge problem in many applications,since violation of the assumption may lead to biased results. Recent publications have,however,developed alternatives.Dibbern and Chin(2005) proposed an alternative distribution-free approach by using a random permutation procedure in accordance with Edgington(1987)and Good(2000).This rather new approach to PLS path modeling is a very interesting alternative for further research on this topic.For more information,see also the paper by Chin in this handbook. As the approach requires a huge number of simulation runs,and has not,for practi-cal reasons,been used in practical research to date,it was not adopted in this study either.。

根据鞋子的特点,实行差异化营销英语作文English:Differentiated marketing can be implemented based on the unique characteristics of shoes such as style, functionality, and target demographic. For example, a company can target the athletic demographic by focusing on the functional features of their shoes, such as advanced cushioning and support for running or jumping. On the other hand, for fashion-forward consumers, the focus can be on the style and design of the shoes, with marketing efforts emphasizing the latest trends and unique aesthetics. Additionally, different marketing strategies can be employed based on the age and gender of the target demographic. For example, children's shoes can be marketed with bright colors and fun characters to appeal to young kids, while women's shoes can be marketed with a focus on comfort and style to appeal to female consumers. Overall, by understanding the unique characteristics of their shoes and the needs and preferences of various consumer segments, companies can effectively implement differentiated marketing strategies to target specific market segments.中文翻译:根据鞋子的独特特点，如款式、功能性和目标人群，可以实施差异化营销。

analysis of differentiated marketing strategy差异化营销策略是指企业根据不同消费者群体的需求特点和购买行为，针对性地制定不同的产品、定价、促销、渠道等营销组合，以实现最优化的市场占有和利润最大化的目标。

差异化营销策略的核心是满足消费者个性化需求，提高产品差异化和品牌价值，提高企业市场竞争力。

差异化营销策略可以分为产品差异化营销、定价差异化营销、促销差异化营销和渠道差异化营销四个方面。

产品差异化营销是指企业通过研发不同款式、品质、功能、外观、包装等不同的产品来满足不同消费者群体的需求，提高产品的附加值和市场竞争力。

比如，可口可乐公司推出不同口味、包装、容量的可乐，针对不同消费者口味和购买力的需求。

定价差异化营销是指企业针对不同消费者群体的收入、需求、心理价位等特点，采用不同的定价策略，如单价、折扣、套餐、打包等来实现最优价格和收益。

比如，麦当劳推出不同价格的套餐，针对不同消费者的需求和预算。

促销差异化营销是指企业根据不同消费者群体的购买行为、购买习惯和消费心理，采用不同的促销策略，如折扣、礼品、积分、优惠券等，来刺激消费者购买行为，提高产品销售和市场份额。

比如，电商平台为不同消费者群体推出不同的促销活动，如女性专属、品质生活等。

渠道差异化营销是指企业根据不同消费者群体的购买渠道、购买习惯和购买场所，针对性地开发和整合不同的销售渠道和营销方式，以提高产品销售和服务质量。

比如，汽车制造商为不同消费者群体提供不同的销售和售后服务，如在线购车、专业维修等。

总之，差异化营销策略是企业成功的关键之一，能够提高产品差异化和品牌竞争力，增加市场份额和利润最大化。

企业应根据不同消费者群体的需求特点和市场变化，灵活制定差异化营销策略，打造个性化、专业化和高品质的产品和服务，不断提升企业价值和顾客满意度。

差异化营销策略研究文献综述文献综述差异化营销策略研究摘要:理论界关于差异化营销模式的相关研究比较多,本文从差异化营销的理论和策略两个角度对相关研究进行分析,并对其进行评价,找出其中的研究不足,以期为进一步研究提供一定参考。

关键词:差异化营销营销理论营销策略引言:在国内市场上,许多行业都面临着同质化的问题,因而创造顾客是企业营销过程中必须解决的重要课题,而顾客的需求差异是实施差异化营销策略的重点。

因此,营造一个与众不同的营销策略,形成差异化优势,是值得考虑的模式。

针对这一问题,本文就差异化营销模式的构建进行了探讨。

1 差异化营销概念及相关理论研究1.1 差异化营销概念对于一个企业来说,创造顾客就是创造差异,在激烈的市场竞争中凭借其自身的各种优势,在产品质量、功能上优于竞争对手,通过有自己特色的促销营销手段,完善周到的售后服务在消费者心中树立起与众不同的企业形象和品牌形象,从而赢得市场。

邓久根1在《差异化营销策略的实施的对策与战略》一书中提到差异化营销就是企业凭借自身的技术优势和管理优势生产出在性能上、质量上优于市场上现有水平的产品或是在销售方面通过特色的宣传活动、灵活的推销手段和周到的售后服务,在消费者心目中树立起不同一般的形象。

张占东2和杨树伟3等人也提出了相似的差异化营销的相关概念。

在借鉴前人的基础上,笔者认为差异化营销是是指企业凭借自身的技术优势和管理优势,生产出在性能质量上优于市场上现有水平的产品,或是在销售方面,通过有特色的宣传活动、灵活的推销手段、周到的售后服务,在消费者心目中树立起不同一般的良好形象。

简单的说,差异化营销是企业能够向顾客提供一种区别于竞争对手的、独特的产品或服务。

1.2 差异化营销理论传统营销理论强调4P?产品、价格、渠道和促销四要素。

这种4P理论认为,企业只要围绕4P制定灵活的营销组合,产品销售就有了保证。

但是,随着经济的发展,21世纪市场营销环境发生了很大的变化,以顾客为中心,面向竞争,寻求合作,创造需求成了市场营销发展的新趋势,传统的4P理论已不能很好地适应新的情况,而4C?顾客、成本、便利、沟通和4R?反应、关联、关系、回报,这两种营销理论及其组合就是在这种背景下产生的一种新的营销理论,它们提出是新世纪营销理论的创新与发展,给出了企业开展差异化营销的最好解释,并指出了差异化营销可能的方向和途径,对企业在市场上开展差异化营销实践产生了积极而重要的影响。