外文翻译市场营销

毕业设计（论文）外文参考文献译文原文出处：Marketing Management设计（论文）题目：对我国汽车行业营销渠道的研究姓名学号 070808206院（系）经济与管理学院专业市场营销指导老师二〇一〇年十二月九日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisions depend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time,channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to perceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumersdirectly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC.The increased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracor's ads for Lunesta, featuring a pale green Luna moth flitting around the head of a peaceful sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Merck's Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consumers to discoverthe reason they can't sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although thepharmaceutical industry is unlikely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets.Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established reta ilers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell through distributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities,and other factors. Consider some of the challenges Dell has encountered in recent years.DELLDell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design the exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the gap in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didn't help, but self-inflicted damage from an ultraefficient supply chain model that squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipe for disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hindered new-product development and led to a lack of differentiation didn't help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receivediscounts and promotional offers based on total online and off-line purchases.Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.REI（Recreation Equipment Inc.）What's more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to give an experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store's Internet kiosk to order it from REI's Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks, mailorder catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REI's site and stops to read an REI "Learn and Share" article on backpacking, the site might highlight an in-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shoppers, and that tri-channel shoppers spend even more.Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great dealbefore buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIV A, which stands for solutions, information, value, andaccess。

农业产业化营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：农业产业化组织的营销策略分析摘要：农业产业化是世界农业的发展方向，也是发达国家经营农业的主要方式。

大力发展农业产业化是提高我国农业的竞争力在其生产上营销创新的有效途径。

它涉及到农业产业化商业成功的一个重要因素。

在本文中，从产品、渠道、促销三方面，面对农业产业化的营销创新提出相应的发展建议。

关键词：产品；渠道；促销1 引言虽然中国已经建立了许多农业产业化，但是很少有成功的案例，原因是产品卖出与否并不影响他们的发展。

现在建立在现实的同时，农业产业化经营组织在产品开发、销售渠道和市场开拓用许多办法来解决迫在眉睫的问题。

我们可以说，销售已成为制约发展的瓶颈。

本文中，营销理念的发展，主要根据4P理论的核心内容，由发展到满足消费者需求。

创新渠道，灵活地运用创新的营销组合，因而企业组织寻求促进农业产业化经营销售创新的措施。

2开发的产品，以满足消费者的需求4C理论认为，公司应该优先追求顾客满意，那么，农业产业的企业必须首先形成了顾客满意度。

市场营销认为产品需求是多层次的，产品的整体概念应该包括三个方面：核心产品、形式产品和额外产品。

2.1 核心主导产品提供基本效用给消费者和有兴趣的回答这个问题“消费者真正要买的是什么？”从根本上说，每一件产品都解决一个明确存在的问题。

买化妆品是买一个美丽，购买补品为了得到健康等；然而消费者对于最后购买什么农产品，这取决于哪种特定消费者参与购买农产品，就像购买大米、蔬菜、水果，那就是吃，购买花可能是为了看或者送人，从这个角度看，农业产业化的产品，必须满足企业先前在什么程度上审视消费者的根本利益。

一个农业工业化和其他组织可能有产品的投资组合，然而在各个产品系列，我们必须找到自己的核心产品项目，那是提供给消费者最好的产品种类的产品的基本功效。

2.2 产品的形式——适当演示的核心核心利益是通过必要的形式反映出来吗，如产品质量水平、特点、风格、品牌名称和包装，没有适当的形式，产品的核心利益不能被体现，观察到企业进入市场的产品进行了论证。

本科毕业设计（论文）外文翻译译文学生姓名：院（系）：经济管理学院专业班级：市场营销0301班指导教师：完成日期：2007年3 月22 日日本的分销渠道——对于进入日本市场的挑战与机会Distribution Channels in JapanChallenges and Opportunities for theJapanese Market Entry作者：Hokey Min起止页码：P22-35出版日期（期刊号）：0960-0035出版单位：MCB Univercity Press外文翻译译文：介绍尽管美国对日本的出口在过去两年已有大幅度的增长，然而美国对日本仍然存在着很大的贸易赤字。

尽管没有出现下降趋势，但越来越多的美国决策者及商务经理已经开始审查日本的贸易活动。

在这些人中，有一个很普遍的想法就是日本市场没有对美国产品开放，相反，美国市场对日本的贸易是开放的。

因此，克林顿政府试图采取强硬措施来反对日本的一系列贸易活动，包括商业习惯和政府政策，还企图通过贸易制裁的威胁来反对日本产品。

然而，这样的措施也会产生适得其反的结果。

它不仅会为美国消费者带来更高的商品价格和更少的商品选择，同时也会增加日本消费者的反美情绪。

最近Ginkota和Kotabe的调查表明：单独的贸易谈判不会提高美国商品进入日本市场的能力。

而对于提高美国公司进入日本市场能力的一个行之有效的方法就是研究日本近几个世纪以来所采用的商业活动。

由于法律障碍或者是日本公司对外封锁商业渠道，日本当地的分销渠道往往对外国公司不利，而这样的商业活动被认为是进入日本市场的主要障碍。

事实上，Yamawaki美国商品成功出口到日本市场在很大程度上取决于美国解决协议合同的能力。

尽管进入日本市场意义重大，然而对西方人而言，日本的经销体系经常会被人误以为是充满神秘感的。

这种误解源于日本复杂的分销惯例特征。

而这种分销惯例沿袭古老的而又严谨的建设体系。

在尝试美国贸易在日本市场成功获利减少不必要的贸易冲突过程中，我们揭露了日本分销中获利的事实，探索出了能成功进入日本市场的战略性武器。

外文翻译：顾客满意策略与顾客满意营销原文来源：《Marketing Customer Satisfaction》译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。

一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。

在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。

在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。

也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。

与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。

这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。

它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。

这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。

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

附件1：外文资料翻译译文营销策略内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。

营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。

有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。

一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。

关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略营销策略简述无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。

这种传达和交流是组织内市场营销功能的职责。

根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。

营销作用包括相辅相成的两方面。

营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。

操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。

产品和服务营销的方法有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。

然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。

营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。

营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。

一个可实行的销售方针的发展取决于几个关键维度。

首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。

销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。

外文原文：Foreign Market Entry ModesThe decision of how to entry a foreign market can have a significant impact on the results. Expansion into foreign markets can be achieved via the following four mechanisms.•Exporting•Licensing•Joint Venture•Direct Inve stmentExportingExporting is the marketing and direct sale of domestically-produced goods in another country. Exporting is a traditional and well-established method of reaching foreign Markets. Since exporting does not require that the goods be produced in the target country, no investment in foreign production facilities is required. Most of the costs associated with exporting take the form of marketing expenses.Exporting commonly requires coordination among four players.•Exporter•Importer•Trans port provider•GovernmentLicensingLicensing essentially permits a company in the target country to use the property of the licensor. Such property usually is intangible, such as trademarks, patents, and production techniques. The license pays a fee in exchange for the rights to use the intangible property and possibly for technical assistance.Because little investment on the part of the licensor is required, licensing has the potential to provide a very large ROL. However, because the licensee produces and markets the product, potential returns from manufacturing and marketing activities may be lost.Joint VentureThere are five common objectives in a joint: market entry, risk/reward sharing, technology sharing and product development, and conforming to government regulations. Other benefits include political connections and distribution channel access that may depend on relationships.Such alliances often are favorable when:•the par tners’ strategic goals converge while their competitive goals diverg e;•the partners’ size, market power, and resources are small compared to the industry leaders ；• partners ‘ are able to learn from one another while limiting access to their own proprietary skills.Foreign direct investmentForeign direct investment（FDI）is the direct ownership of facilities in the target country. It involves the transfer of resources including capital, technology, and personnel. Direct foreign investment may be made through the acquisition of an existing entity or the establishment of a new enterprise.Direct ownership provides a high degree of control in the operations and the ability to better know the consumers and competitive environment. However, it requires a high level of resources and ahigh degree of commitment.The case of Euro DisneyDifferent modes of entry may be more appropriate under different circumstances，and the mode of entry is an important factor in the success of the project. Walt Disney Co. faced the challenge of building a theme park in Europe. Disney’s mode of entry in Japan had been licensing. However, the firm chose direct investment in its European theme park, owning 49% with the remaining 51% held publicly.Besides the mode of entry, another important element in Disney’s decision was exactly where in Europe to locate. There are many factors in the site selection decision, and a company carefully must define and evaluate the criteria for choosing a location. The problems with the euro Disney project illustrate that even if a company has been successful in the past, as Disney had been with its California, Florida, and Tokyo theme parks, futures success is not guaranteed, especially when moving into a different country and culture. The appropriate adjustments for national differences always should be made.（From：Strategic Management）中文译文：国外市场进入模式如何进入外国市场有着重大的影响。

外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。

它旨在提高产品的认知价值给客户，从而提升品牌特许经营与品牌资产。

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

这可能会增加决策与竞争产品相比更有利的销售。

它也可能使制造商收取更多的产品。

品牌的价值是取决于它的利润总额为制造商产生。

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

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

在这方面，品牌管理通常是在组织视为一个单独比市场更广泛与更战略性的作用。

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

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

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

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

品牌管理原则一个好的品牌名称应：·受商标法保护。

·朗朗上口。

·容易被记住。

·容易被识别。

·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。

·引出产品的优点（如：易关）·提升公司或产品形象。

外文翻译：全球化的市场原文来源：《The globalization of markets》译文正文：一股强大的力量推动世界走向融合的共性，这力量是科技。

它无产阶级人传播、运输和旅行。

它使偏僻的地方和现代性的诱惑贫困人民的渴望。

几乎每个人都希望他们到处都听到，看到，或通过新的技术经验的东西。

其结果是一个新的商业现实，对以前无法想象的规模出现的标准化消费产品的全球市场。

本公司面向从规模巨大的经济利益在生产新的现实，分销，营销和管理。

通过转化为世界市场价格降低这些好处，他们可以消灭那些仍然生活在紧抓世界是怎样运作的竞争对手。

习惯了在国家或区域分歧的日子时，公司可以出售去年的模型，先进的产品或较低的版本！在欠发达遍世界的日子已经一去不复返了在价格，利润和利润一般在国外比在国内高。

市场的全球化就在眼前。

就这样，世界多国的商业已接近尾声，也是如此的跨国公司。

这些跨国公司和全球公司是不一样的东西。

多国公司的运作在一个国家中的数目，并调整其产品和做法，在每一个相对高的成本。

该公司经营着全球坚决恒常，相对成本低，好像整个世界（或它的主要地区）是一个单一的实体，它以同样的方式销售各地同样的事情。

全球化迎战跨国公司。

更好的是哪一个战略是不是一个见仁见智但全球通讯随身携带的现代可能性不断被鼓励，以减轻和提高工作，提高生活水平，转移和娱乐。

即要求世界承认并尊重他们的文化个性相同的国家坚持批发转移到现代商品，服务及技术。

现代性是不只是一个愿望，而且是在那些谁坚持普遍的做法，以不屈不挠的激情或宗教狂热，给古老的态度和遗产。

谁会忘记在1979年在法国时尚切长裤和乌骨鸡为在伊斯兰原教旨主义的名义提出的现代化武器血衬衫的年轻人渴望霍迪伊朗起义的电视画面？在巴西，数千名群每天从黑暗到工业化之前Bahian爆炸沿海城市，迅速安装在拥挤的电视机和瓦楞小屋，旁边殴打大众汽车，使水果和新鲜鸡杀牲以Macumban精神的烛光。

在比夫拉的反对伊博什，每日电视报道自相残杀的战争表明士兵携带血淋淋的刀，听晶体管收音机，而喝可口可乐。

注：表格栏高不够可自行增加。

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

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

表格栏高不够可自行增加。

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

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

实施服务营销首先必须明确服务对象，即“谁是顾客”。

像饮料行业的顾客分为两个层次：分销商和消费者。

对于企业来说，应该把所有分销商和消费者看作上帝，提供优质的服务。

通过服务，提高顾客满意度和建立顾客忠诚。

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

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

（2）营销方式单一性有形产品的营销方式有经销、代理和直销多种营销方式。

有形产品在市场可以多次转手，经批发、零售多个环节才使产品到达消费者手中。

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

（3）营销对象复杂多变服务市场的购买者是多元的、广泛的、复杂的。

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

外文文献翻译（附原文）外文译文一：产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要：本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。

产业集群深植于当地的制度系统，因此拥有特殊的竞争优势。

根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。

产业集群是包括一系列在指定地理上集聚的公司，它扎根于当地政府、行业和学术的当地制度系统，以此获得大量的资源，从而获得产业经济发展的竞争优势。

为了成功驾驭中国经济范式从批量生产到开发新产品的转换，持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。

关键词：竞争优势；产业集群；当地制度系统；大连软件工业园；中国；科技园区；创新；区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。

作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。

他写道：集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构，已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。

但是，他至今也没有对产业集群做出准确的定义。

最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。

“地理集中”定义了产业集群的一个关键而鲜明的基本性质。

产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西，同样地,他们也面临相似的机会和威胁。

在全球产业集群有许多种发展模式。

比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。

前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。