市场定位策略中英文对照外文翻译文献

附录附录A：Pricing StrategyRussell .S. WinnerPrice is the most flexible element in marketing mix. Unlike product and place, price may change extremely fast in current business environment. Pricing is a core part of corporate strategy, which determines the profitability, and market share the company takes. To optimize products price in this competitive environment, cost structure is not the only attribute need to be considered. We should also take product life circle, price sensitivity of target customers and competitive environment into account.Pricing for Stability ，Sometimes customers for industrial products are as concerned about price stability as they are about actual price levels. This is because it is difficult to develop profit forecasts and long-range plans when prices for products and services that constitute a substantial portion of the buyer’s costs fluctuate dramatically. Telephone rates for large users such as telemarketing firms and banks fall into this category. Such customers expect rates to rise over time. However, significant price hikes at random intervals play havoc with their planning processes. As a result, these firms would rather pay a somewhat higher average rate than be subjected to constant fluctuations. Forward contracts on raw materials play this role in many manufacturing industries.Competitive pricing describes a situation in which you try to price at the market average or match a particular brand’s price. This is appropriate when customers have not been persuaded that significant differences exist among the competitors and that they view the product in a commodity. It may also be necessary in a category with high fixed costs because any loss of sales volume drives down sales and generates less revenue to cover those costs.Competition and pricing， So far, the discussion about setting price has described two key elements of the marketing manager’ thinking: the marketing strategy and the value customers place on the product. The first is obviously an internal factor because the external elements affecting all decisions: customers.A third critical element in pricing decisions is the competition. Competitors’ prices act as a reference point, either explicitly (as shown in the value computations earlier in this chapter) or implicitly as a way to assess the price of the product in question. Competitors’ prices do not necessarily represent willingness to pay because the set of possible prices or marketing strategies may have been limited; that is, the competitors may not have an accurate idea of customers’ willingness to pay.Competitors’ CostsMarketing managers cannot make intelligent pricing decisions without having some estimate of the relative cost positions held by competitors. Even better are estimates of the actual costs. An understanding of the cost structure of the market provides at least two types of help. First, assuming that no brand would be priced below variable cost, cost estimates provide you with an idea of how low some competitors can price. This can be very useful in a price battle in which prices are going down. Second, cost estimates give you some idea of the margins in the category or industry. Using data on sales volume, which are usually easy to obtain, and information on marketing program costs, you can then estimate total profits. This can be important information in forecasting the likelihood that a product will stay in the market or estimating the amount of money a competitor has to put behind the brand strategy.Costs can be estimated in several ways. A common approach for manufactured products is to us reverse engineering to analyze the cost structure. You should purchase competitors’ products and take them apart, studying the costs of the components and packaging. For many products, managers can readily identify components and their costs in the market. If a component is proprietary, such as a custom microprocessor in a computer, the cost can be estimated by engineers or other personnel.Another way to estimate costs, or at least margins, is to use publicly available data on the competitors. Based on annual reports, 10Kstastments, and the like ,you can ascertain average margins. These can be assumed to apply directly to the cost estimation, especially if the product is a big component of total sales or if, as is often the case, the company tends to use accost plus percent markup pricing strategy.Particularly for manufactured products, it is possible to understand current costs andforecast future costs through the use of the experience curve. The conventional functional relationship assumed in experience curve economics is that costs are a decreasing function of accumulated experience, or production volume.The costs of delivering services are more difficult to estimate. Because the costs associated with service products such as labor and office space are largely fixed, you can estimate relative cost positions by examining the number of employees, looking at efficiency rations such as sales per employee, and assessing other similar measures, Again, it is particularly useful to understand the cost structure by becoming a customer of a competitor’s service.The role of costs ，We suggested earlier in this chapter that costs should have little to do with the pricing decision other than to act as a floor or lower limit for price. In a non-market-driven firm, full cost (variable costs plus some allocation for overhead) plus some target margin is used to set price. This approach totally ignores the customer: The resulting price may be either above or below what the customer is willing to pay for the product，Other problems exist with using costs to set price. First, there are at least four different kinds of costs to consider. Development costs are expenses involved in bringing new products to market. Often these costs are spread out over many years and sometimes different products. Should price be set to recover these costs and, if so, in what time period ? In some industries such as pharmaceuticals, patent protection allows companies to set the prices of prescription drugs high initially to recover development costs and then reduce them when the drugs come off patent and the generics enter the category. However, if there is no legal way to keep competitors out of the market, these costs must be viewed as sunk costs that do not affect decision making after the product is introduced into the market. Otherwise, the resulting price may be above customers’ perceived value. A second kind of cost is overhead costs such as the corporate jet and the president’s salary. These costs must ultimately be covered by revenues from individual products, but they are not associated with individual products but do not vary with sales volume. Finally, there are variable costs, the per-unit costs of making the product or delivering the service. Of course, these must be recovered by the price.Therefore, one problem with using costs to set price is that several kinds of costs arerelated in different ways to an individual product. When costs are used as the basis for setting price, you should ask “Which costs?” Are they costs related to marketing the product or product line or are they costs over which you have no control? Using price as a cost-recovery mechanism can lead to a mismatch between price and customers’ perceptions of value for your product or service.A second problem with using costs to set price, particularly variable or unit costs, is that they may be a function of volume and, as a result, may be difficult to know in advance when developing marketing plans. Even if this is not the case, unit costs may be related to the use of capacity, which is also uncertain.In most instances, customers do not really care what the firm’s costs are; as Drucker puts it, “Customers do not see it as their job to ensure manufacturers a profit.” Using cost increases to justify raising price generates little sympathy from customers, particularly industrial customers, because the price increase has just raised their costs, which they may not be able to pass along to their customers.Costs do play an important role in pricing: In the new product development process, the projected costs (however defined) and price determine whether a product is forecasted to be sufficiently profitable to be introduced.Pricing ObjectiveYour pricing policy can accomplish many different objectives for your product. Penetration PricingPenetration pricing or market share pricing entails giving most of the value to the customer and keeping a small margin. The objective is to gain as much market share as possible. It is often used as part of an entry strategy for a new product and is particularly useful for preventing competitive entry. First, there is less of the market for the competition to get if you have been successful in penetrating the market. Second, the economics of entry look less attractive if the price levels are low. Penetration pricing is also appropriate when experience or scale effects lead to a favorable volume-cost relationship and when a large segment of the potential customer base is price sensitive.There are some drawbacks to penetration pricing. It should not be used in a productcategory when there is a price-perceived quality relationship unless the marketing strategy is at the low end of perceived quality. In addition, if the product has a strong competitive advantage, this advantage is dissipated by pricing at an unusually low level. Another limitation of penetration pricing is that it is always more acceptable to customers to reduce price than to raise it. This limits the flexibility of this pricing approach in some situations.The opposite of penetration pricing is skimming or prestige pricing. Skimming gives more the cost-value gap to you than to the customer. This strategy is appropriate in a variety of situations. If there is a strong price-perceived quality relationship and the value proposition includes a positioning of the product at the high end of the market, this objective makes sense. It is also a reasonable objective when there is little chance of competition in the near future; however, the higher the price, the higher the margins(holding costs constant, of course)and thus the greater the chance that competition will enter because their economic calculations will look better. Skimming is also a good objective when costs are not related to volume and managers are therefore less concerned about building significant market share. Finally, skimming makes sense early in the product life cycle because the early adopters of a new technology are normally price insensitive.Return on Sales or Investment Pricing. Return on sales or investment pricing implies that you can set a price that delivers the rate of return demanded by senior management. As a result, investment pricing ignores both customer value and the competition. It is useful only when the product has a monopoly or near monopoly position so that the market will produce the needed sales volume at the price you set. This is typical of the pricing of regulated utilities such as gas and electricity.附录B：定价策略Russell .S. Winner价格是在营销组合是最灵活的要素，有别于产品等策略，价格可能发生变化非常快，在目前的经营环境。

旅游品牌定位外文翻译文献旅游品牌定位外文翻译文献旅游品牌定位外文翻译文献(文档含英文原文和中文翻译)原文：Destination brand positions of a competitive set ofnear-home destinationsAbstract: Although the branding literature commenced duringthe 1940s, the first publications related to destination brandingdid not emerge until half a century later. A review of 74destination branding publications by 102 authors from the first 10 years of destination branding literature (1998(1998––2007)found at least nine potential research gaps warranting attention byresearchers. In particular, there has been a lack of research examining the extent to which brand positioning campaigns have beensuccessful in enhancing brand equity in the manner intended in thebrand identity. The purpose of this paper is to report the resultsof an investigation of brand equity tracking for a competitive setof destinations in Queensland, Australia between 2003 and 2007. A hierarchy of consumer-based brand equity (CBBE) provided an effective means to monitor destination brand positions over time.A key implication of the results was the finding that there was no change in brand positions for any of the five destinations overthe the four four four year year year period. period. period. This This This leads leads leads to to to the the the proposition proposition proposition that thatdestination position change within a competitive set will onlyoccur slowly over a long period of time. The tabulation of 74 destination branding case studies, research papers, conceptual papers and web content analyses provides students and researcherswith a useful resource on the current state of the field.brand equity;Keywords: Destination branding; Consumer-basedShort breaks; Destination image; Destination positioning IntroductionA brand is a distinguishing name and/or symbol (such as a logo, trademark, or package design) intended to identify the goods or services of either one seller or a group of sellers, and to differentiate those goods from those of competitors.Destination branding is the set of marketing activities that (1) support the creation of a name, symbol, logo, word mark or othergraphic that readily identifies and differentiates a destination;that (2) consistently convey the expectation of a memorable travel experience that is uniquely associated with the destination; that(3) serve to consolidate and reinforce the emotional connection between the visitor and the destination; and that (4) reduce consumer search costs and perceived risk. Collectively, theseactivities serve to create a destination image that positively influences consumer destination choice.Branding is therefore considered mutually beneficial from boththe supply and demand perspectives. Enhancing the ability of the brand to differentiate effectively can generate advantages for products and services, such as increased purchase intent, lower costs, increased sales, price premiums, and customer loyalty.Advantages for destination marketing organisations (DMO) include increased potential to differentiate against places offeringsimilar benefits, increased destination loyalty and increasedyield for stakeholders such as local tourism businesses and travelintermediaries. Benefits for the traveller include ease ofdecision making through reduced search costs, reduced risk, and possibly enhanced brag value.The focus of most research reported to date has been concernedwith the development of destination brand identities and theimplementation implementation of of of campaigns campaigns campaigns One One area area area requiring requiring requiring increased increasedattention is that of tracking the performance of destination brandpositions over time. That is, the extent to which destination brands' brands' positioning positioning positioning and and and repositioning repositioning repositioning campaigns campaigns campaigns have have have been beeneffective in enhancing brand equity consistent with that intendedin the brand identity. This is an important gap in the tourism literature, given: i) increasing competition ; ii) the increasinglevel of investment by destination marketing organisations (DMO);iii) the complex political nature of DMO brand decision making andincreasing increasing accountability accountability accountability to to to stakeholders;iv) stakeholders;iv) stakeholders;iv) the the the long-term long-termnature of repositioning a destination's image in the marketplace.In terms of metrics for DMOs in general, a number of researcher in various parts of the world have pointed to a lack of marke research research monitoring monitoring monitoring effectiveness effectiveness effectiveness of of of destination destination destination marketing marketingobjectives, such as in Australia, North America, and Europe.The aim of this study was to track the brand positions held by a competitive set of near-home destinations between 2003 and 2007. 2007. For For For this this this purpose purpose purpose the the the efficacy efficacy efficacy of of of a a a hierarchy hierarchy hierarchy of ofconsumer-based brand equity (CBBE) was trialled. CBBE was first promoted by Aaker and Aaker and more recently by and to supplementtraditional balance sheet brand equity measures. The rationale underpinning CBBE as a brand performance metric is that consumer perceptions of the brand underpin any financial estimate of futureearnings estimated in the financial measure of brand equity. Sincea financial balance sheet brand equity measure will be of little practical value to destination marketers, the concept of CBBE is worthy of consideration by DMOs. However, the potential of CBBEfor destinations has only recently attracted the attention of academic researchers.Author ：Steven PikeNationality ：AustraliaSource：Tourism Management, In Press, Corrected Proof, Available online 24 January 2009译文：就近目的地竞争组的旅游目的地品牌定位摘要：尽管品牌学兴起于20世纪40年代，第一个与目的地品牌相关的出版物却直到半个世纪后才出现。

房地产营销策略中英文对照外文翻译文献原文：Innovation Model of the Real Estate Marketing StrategyAbstract:With the rapid development of the real estate industry, real estate market is constant maturity, real estate marketing continues to move to a higher level, and real estate marketing innovation has become a key factor of the survival and sustainable development of enterprises. Through analyzing the development and the limitations of the traditional marketing theory, this paper proposes marketing strategy innovation from the customer satisfaction, differentiation, experience marketing, integrated marketing, relationship marketing, network marketing, and several other aspects. At last the paper builds innovation model of the real estate marketing strategy.Key words: the real estate, marketing strategy, traditional marketing, innovation model.1. INTRODUCTIONAt present the salient features of the real estate market can be summarized as two words: high and fast. On the one hand, the real estate market vacancy rate is high. As of the end of March 2006, area of vacant commodity housing reached 1.23 billion square meter, up 23.8%,if the average 4,000 yuan per square meter to calculate, its total assets is approximately 5000 billion yuan. The current vacancy rate of China's real estate market is far more than the international police line10%,reaches 20% even 30%.On the other hand, we have seen rapid increases in house prices. By the end of March 2006, the survey jointly issued by National Development and Reform Commission and the National Bureau of Statistics showed that, in February 2006,70 medium-sized cities nationwide housing sales price of a new year-on-year rise 6.2%, national housing prices maintained a steady growth, 70 medium-sized cities housing sales price rose over the same period last year 5.5%. The major reasons are: helped purchase investment, structural imbalance, and a serious lack of marketing concepts.2.TRADITIONAL REAL ESTATE MARKETING STRATEGY AND ITSDRAWBACKSThe peak of traditional marketing theory is founded in the United States in 1960 of the Michigan State University 4P theory, marketing is the effective combinations of four basic elements, that is, Product, Price, Place, Promotion. The theory assumes that as long as an enterprise have high-quality products, the development of a reasonable price, using the appropriate distribution channels and suitable promotional measures, corporate expected marketing objectives can be successfully achieved. The theory of "enterprise-centric" implemented the marketing from the inside out.Product as the core marketing strategy is the product as a source of competitive advantage, product development, product market share as the driving force of corporate profits, products asset-oriented, configure a variety of marketing resources, to achieve the most excellent product portfolio in limited resources, to enable enterprises to achieve maximum profit in order to obtain the sustainable development of enterprises. Its main drawbacks are: it is no guarantee that the product itself will certainly be able to meet the market demand, concerned about the process of product marketing, the indicators products of less than expected for the future, and Product portfolio management to make business performance evaluation results of one-sidedness (Bai 2006).In the face of harsh market conditions, real estate companies began to rethink their marketing, and gradually accepted theory 4C. 4C is the desire and needs of consumers (Consumer), the cost of consumer access satisfaction (Cost), the convenience of consumers to buy (Convenience), business and consumers effective communication (Communication). The real importance of 4C theory lies in the behavioral responses of consumers, through the two-way communication of businesses and consumers, the establishment of stable long-term relationship, to establish the competitive advantage of enterprises and brand in the market. 4C theory suggests that, in the marketing mix, product, pricing, marketing channels and other variables are likely to be imitated by competitors to or surpass, but only the value of corporate brand is hard to replace, and that is closely related to the degree of consumer recognition , so enterprises must fully arrange marketing mix strategy for the consumer's point. This theory emphased on consumer demand-oriented, full account of the cost of consumers willing to pay, care for the convenience of consumers, and communicate to consumers, so as to promote the combination between long-term interests of the community and the economic interests ofbusinesses.In 20th century 90’s, the United States, Schulz put forward 4R theory, that is Related, Reflect, Relation, Reward, set forth the new marketing elements, including the establishment of linkages with customers, improving market reaction speed, attention to relationship marketing and marketing returns. This theory is oriented to competition, to focus on relationship marketing, to maintain the long-term cooperative relations between business and clients.Under the new situation, real estate sales face new challenges, and marketing strategy innovation is imperative. When consumers’ choose to living no longer stays in the emotional consumer, when the market demand shifts from emphasis on experience living life to the pursuit of high-quality conversion, real estate is on the access to “quality of the winning” time. This requires the implementation of total quality marketing in the whole process of real estate development and operation. From planning to design, from material selection to construction, from recruitment to the service system building, brick by brick, plant by plant, real estate businesses will invest time and energy to build to enable target customers find valuable “quality.”Commodities as a result of real estate properties and real estate companies in China based on different levels, the situation is different, marketing and business marketing are still in development, so at least one time, 4Ps, 4Cs, 4Rs will be used in different companies. 4Ps of marketing theory is a basic framework for marketing though thinking in standing enterprises terms. 4Cs marketing theory thinks standing in terms of customers, but they do not focus on the overall operation from the business perspective, but there is no focus from the core purpose of marketing to analyze the problem, 4Ps and 4Cs marketing are static description to key elements of the marketing process, not a dynamic process from the marketing core purpose. 4Rs is the result of two integrated refining, to meet the core of marketing, and is a dynamic process. But 4Rs is not as a substitute for 4Ps, 4Cs, but is innovation and development based on the 4Ps, 4Cs, so we can not be separated into three or even against. Only in this way enterprises can be in fierce competition in the real estate market.3. INNOV ATIVE MARKETING STRATEGY3.1 Differences in the Quality of PositioningThrough the survey analysis of the state of objective customers demand and expectations of the quality, the quality positioning of product is determined. On thequality of positioning, enterprises should not only focus on of the functional quality of products, but also the applicability of the quality of the product. In the increasingly prominent consumer personality today, enterprises must start from these two aspects of products innovation and personalized products in order to gain advantages in products. On the one hand, with the economic and technological developments, customer demand changes, customer puts forward new requirements for products, and enterprises must provide continuously innovative products for the customers to adapt to such changes. On the other hand, higher-level customers are no longer satisfied with mass produced products, they can reflect the personality of the more popular products. As a result of technology development, product personalization and production economies of scale are no longer mutually antagonistic contradictions. Enterprises can maintain a certain economy of scale, at the same time, to provide customers with individual products to meet their different needs, so that every customer can be satisfied with the feelings.3.2 Customer SatisfactionAs an enhancing tool to enterprise competitiveness, customer relationship management (CRM) has given rise to great concern to the real estate industry, and in some well-known real estate company has been applied.“Satisfactory” is a psychological term and refers to a person's positive state of mind. This state is due to that some outside stimulus make some sort of demand or expectations be met and the “desired” (that is, in line with the intention), in order to feel some kind of “Fiat” (that is, psychological pleasure). The premise of satisfied is this kind of outside stimulus, including the stimulation of physical, mental and a combination of both. Therefore, the master of marketing Philip Kotler defined customer satisfaction as: customer satisfaction refers to a person forms the formation of feeling state after comparing a product of the effect of perceived (or results) to his expectations, is the differences function between effect perceived and expectations. The features as followed: subjectivity, instability, the multilevel nature.Customer satisfaction can benefit to the enterprise through ongoing repeat purchase, recommendation of new clients. This is one of the reasons for many businesses to pursuit customer satisfaction. For real estate development enterprises, the significance of customer satisfaction is also reflected in these two areas. As shown in Figure 1, customer satisfaction from the purchase to satisfaction, from satisfaction to loyalty, and finally spread to their own friends and family, this process will resultin high profit to real estate development companies. In order to increase customer satisfaction, enterprises should first collect information on customer needs, expectations and habits. These sources of information include: market analysis; through surveys to customers, meetings with customers as well as the concerns of specific customer groups and understand the customer's needs and the customer satisfaction information; not satisfied information from customers services failure report or customers complaining. Secondly, this information should be based on the development of real estate products; it can make use of QFD (Quality Function Deployment) to achieve. Third, we should come up with a solution according to complain and customers services failed report to improve the products and services (Yang 2006).3.3 Network MarketingThe 21st century is the century of network marketing. Real estate network marketing refers to a kind of marketing that enterprises make use of computer systems, networks online and interaction digital media to market research, product marketing and other business activities, so as to more effectively individuals and organizations contributed to the realization of transactions in order to achieve the objectives of corporate marketing (Xu 2007). With the advent of the age of electronic commerce, network marketing as a brand-new modern marketing idea will become real estate an irresistible trend.Network marketing has changed the traditional marketing of information “push” mode, and provides a “Pull” approach, consumers on the network can have a lot of initiative, you can decide when browsing, to which pages to visit, browse the contents of the information. In addition, if consumers are interested in real estate ads on the internet, you can click the relevant content, detail more information, real estate enterprises take advantage of this new type of marketing can get the following benefits: (1) Save the cost of marketing activities, (2) Consumers can participate in interactive marketing activities, (3)Use of multimedia functions to introduce a comprehensive real estate projects, (4) Network Marketing breakthroughs of the geographical boundaries of real estate marketing, (5) Provide 24-hour non-stop marketing services (Liu 2008).3.4 Integrated Marketing20th century 90’s, the United States, Professor D•E Schulz,who put forward Integrated Marketing, the basic idea can be summed up in two aspects: on the onehand, advertising, promotion, design, packaging and all communication activities are attributable to advertising campaigns within the framework; On the other hand so that the spread of a unified corporate advisory conveyed to consumers (Liu 2007). Its purpose is to use various means of communication to maximum effectiveness on different stages of marketing, and to establish long-term and maintain the relationship between businesses and consumers ultimately. For the implementation of the integrated marketing project, what consumers see and hear and what feel are exactly the same, the benefits of the project will be numerous different ways to communicate to consumers, consumer can be given a strong shock, so much repeated the same stimulation that the project has strengthened the impression the consumer, that will help increase consumer awareness of the project.Integrated marketing of real estate is formed based on the highly specialized division in the marketing aspect. It is under the guidance of the reunification marketing goal, a broad range of integrated marketing dynamic combination of systematic factors, the coordination of the various factors to adapt to the external marketing environment, for the different marketing tools at every stage of project development to play the best , unified, focused on the role, and ultimately establish a corporate image or brand groups, the overall strength and consistency, and to establisha long-term, two-way, to maintain the relationship.4. INNOV ATIVE MODEL OF REAL ESTATE MARKETING STRATEGY4.1 The Connotation of Innovative Model of Real Estate Marketing StrategyWith the development of the real estate industry, the customer has become a leader in the real estate market, real estate companies should shift customer perspective, customer satisfaction is the goal of marketing strategy. As a result of diversification of customer demand, the implementation of the difference between products and service is embodied the essence to achieve this goal. And integrated marketing and network marketing are means to achieve specific goals.Real estate marketing is full of innovation (Sui 2006). The so-called the whole real estate marketing refers to developers in the basis of full understanding and analysis of market demand, make the use of its available range of external and internal resources to optimize the combination, the conceptual design of the project and product positioning, planning and design, marketing plan promoting, property management and many other parts to this plan and co-ordinate the implementation and cost-effective process to make good.4.2 The Application of Innovative Model of Real Estate Marketing StrategyThe new situation setting new challenges to real estate sales, marketing strategy innovation is imperative. When consumers choose to live no longer staying in the emotional consumer, when the market demand shift from emphasis on living life experience to the pursuit of high-quality conversion, real estate access to "quality of the winning" Time. This requires the implementation of total quality marketing in the whole process of development and operation of real estate. From planning to design, from material selection to construction, from recruitment to the service system building, brick by brick, plant by plant, and real estate businesses are willing to invest time and energy to build to enable target customers find valuable “quality”.Total quality marketing is based on customer needs as the guide, focus on improving the quality of products and services, through the whole process of marketing efforts to improve product quality, by driving quality performance to achieve the objectives of customer satisfaction, which is a new marketing idea.The implementation of the comprehensive quality marketing require marketers to pay attention to not only the quality of the whole process of marketing, to implement the quality management of the whole process of marketing (that is, marketing a comprehensive quality management); but also pay attention to the quality of their products, to participate in developing and controlling product quality standards, so that the quality of products can meet consumer demands. On the one hand, through the external marketing of quality control, we can improve customer perceptions of product quality, thereby enhancing customer satisfaction with the product; On the other hand, through internal marketing, we can promote the improvement of product quality.5. CONCLUSIONSAll in all, the starting point of the real estate marketing should be people-oriented and the integrity of the operation, which is an objective requirement of demand-oriented economy. Fundamentally speaking, no one marketing strategy is superior to another channel, therefore real estate developers in the marketing process should not rigidly adhere to a sales channel, but should be in accordance with their respective actual conditions, according to different market situation, consumers and policy, using a variety of marketing mix, giving full play to all kinds of marketing tactics advantages.Real estate marketing is a system, the key lies in its marketing resources in everylink of the restructuring process, which requires marketing innovation in the project to do every step of the operation of quantitative, technical and standardization. Real estate marketing includes not only location, environment, room, price, brand, which also covers the design, packaging, and promoting the entire process. Only the professional marketing system by combining the local market characteristics and characteristics of the project itself and is the most effective marketing innovation. Therefore, we should do: (1) Profound insight into the market, (2) Market research innovation, (3) Qualitative and quantitative decision-making combination, (4) Specialized and systematic planning and the promotion of sales planning, (5) Effective implementation and control of sales.译文:房地产营销策略的创新模式摘要：随着房地产行业的快速发展，房地产市场的不断成熟，房地产市场继续移动到一个更高的水平，房地产营销创新已成为企业生存和可持续发展的关键因素。

市场调研方法外文文献及翻译1. Market Research Methods: Incorporating Social Media into Traditional Approaches文章介绍了如何在市场调研中运用社交媒体，以帮助企业更好地了解消费者。

研究人员将社交媒体与传统的定量调研和定性调研相结合，以获得更全面的信息。

通过采集社交媒体的数据分析消费者的行为和偏好，以及对产品或服务的反馈意见。

2. Using Eye Tracking in Market Research: A Guide to Best Practices该文献介绍了视觉追踪技术在市场调研中的应用。

作者指出，视觉追踪技术可以帮助研究人员理解消费者在浏览产品或服务时的注意力分配和行为模式。

文章介绍了适用于市场调研的视觉追踪应用程序的最佳实践和测试方法。

3. Conjoint Analysis in Marketing: New Developments with Implications for Research and Practice这篇文章介绍了一种被称为 "共轭分析" 的调研方法，该方法可以帮助研究人员了解消费者在购买某种产品或服务时的偏好和决策过程。

文献称，共轭分析已经成为市场营销领域最为普遍的工具之一。

文章还介绍了最新的研究和在实践中的应用，并探讨了一些特定情况下共轭分析的限制。

4. Qualitative Market Research: An International Journal这个杂志专注于定性市场调研方法。

它包括与确定消费者需求、分析竞争对手、建立品牌等相关的研究。

文章强调定性市场调研可以提供深入的见解和对产品或服务的更清晰的理解，帮助企业做出更明智的营销和业务决策。

每一期都包括来自该领域的专家的文章，并提供案例研究和最佳实践。

5. Use of Artificial Intelligence Techniques in Market Research: A Review该文献介绍了如何使用人工智能技术进行市场调研。