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1、外文翻译-营销渠道和价值网络 武汉工业学院毕业设计(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 李 仕 清 学 号 070808206 院 (系) 经济与管理学院 专 业 市场营销 指导老师 温 如 春二?一?年十二月九日Marketing Channels and Value Networks Most producers do not sell their goods directly to the final users; between them stands aset of intermediarie
2、s 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.
3、 They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end userSome intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers representat
4、ives, sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods
5、nor negotiate purchases or sales; they are called facilitators.The Importance of Channels A 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 collectivel
6、y 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 roles of marketing channels is to convert pote
7、ntial buyers into profitable customers. Marketing channels must not just serve markets, they must also make marketsThe channels chosen affect all other marketing decisions. The companys pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firms sale force and advertis
8、ing 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 bu
9、y them out the next day and replace them with company-owned outlets. But at the same time, channel choices themselves depend on the companys marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas ar
10、e made to collectively imize valueIn managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product t
11、o 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
12、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 bra
13、nd before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aid
14、s.SEPRACOR INCThe 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 Sepracors ads for Lunesta, featuring a pale green Luna moth flitting around the
15、 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 pU
16、ll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Mercks 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
17、than spurring consumers to discoverthe reason they cant 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 the pharmaceutical
18、 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 marketsTop marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towa
19、rds 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 D
20、evelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, using? existing intermediaries. The number of such intermediaries is apt to be limited: a few man?ufacturers sales agents, a few wholesalers, several established retailers, a few trucking com?panies,
21、 and a few warehouses. Deciding on the best channels might not be a problem; the? problem is often to convince the available inter?mediaries to handle the firms lineIf the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the fi
22、rm 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
23、outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firmInternational markets pose distinct challenges. Customers shopping habits can vary by countries, and many retailers such as Germanys Aldi, the United King
24、doms Tesco, and Spains 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,market
25、ing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new marketsIn short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capa
26、bilities, and other factors. Consider some of the challenges Dell has encountered in recent years.DELL Dell 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 cu
27、stom 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 n
28、arrowed 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 didnt help, but self-inflicted damage from an ultraefficient supply cha
29、in 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 sp
30、ending that hindered new-product development and led to a lack of differentiation didnt 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 Channels Todays successful com
31、panies 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, retailer
32、s 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 sitesCompanies that manage hybrid channels must make sure these channels work wel
33、l together and match each target customers preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location;the ability to return an online-ordered product to a nearby store
34、of the retailer;the right to receive discounts and promotional offers based on total online and off-line purchasesCircuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Heres a specific example of a company that has carefully managed its multiple channels.REI
35、(Recreation Equipment Inc.) Whats 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 milli
36、on 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
37、 customers need do is tap into the stores Internet kiosk to order it from REIs 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, Intern
38、et 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 REIs site and stops to read an REI Learn and Share article on backpacking, the site might high
39、light 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 Needs Consumers may choose the channels they prefer based on a number
40、 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 dif
41、ferent needs during the purchase processResearchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories1.Habitual shoppers purchase from the same places in the same manner over time2.High-value deal seekers know their needs and channel surf a great deal before buyi
42、ng at the lowest possible price3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, bu
43、t take advantage ofcustomer support from a high-touch channelOne 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
44、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, custom
45、er 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 function
46、s 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 will
47、ing 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 Networks A supply chain view of a firm sees markets as de
48、stination 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. Northwesterns Don Schultz says: A demand chain management approach does
49、nt 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, SIVA, which stands for solutions, information, value, and access。 An even broader view sees a company at the center of a value network-a system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings. A val
