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1、国际营销英文案例 篇一：服务营销英文案例CASE 2 Four Customers in Search of SolutionsCHRISTOPHER LOVELOOKFour telephone subscribers from suburban Toronto call their telephone company to complainabout a variety of problems. How should the company respond in each instance?Among the many customers of Bell Canada in Toronto
2、, Ontario, are four individuals living on Willow Street in a middle-class suburb of the city. Each of them has a telephone-related problem and decides to call the company about it.Winston ChenWinston Chen grumbles constantly about the amount of his home telephone bill (which is, in fact, in the top
3、2 percent of all household phone bills in Ontario). There are many calls to countries in Southeast Asia on weekday evenings, almost daily calls to Kingston (a smaller city not far from Toronto) around midday, and calls to Vancouver, British Columbia, most weekends. Mr. Chen uses the same company for
4、 his telephone and internet broadband needs. One day, Mr. Chen receives a telephone bill which is even larger than usual. On reviewing the bill, he is convinced that he has been overcharged, so he calls the phone company to complain and request an adjustment.Marie PortilloMarie Portillo has missed s
5、everal important calls recently because the caller received a busy signal. She phones the customer service department to determine possible solutions to this problem. Ms. Portillos telephone bill is at the median level for a household subscriber. (The median is the point at which 50 percent of all b
6、ills are higher and 50 percent are lower.) Most of the calls from her house are local, but there are occasional international calls to Mexico or to countries in South America. She does not subscribe to any value-added services.Eleanor VanderbiltDuring the past several weeks, Mrs. Vanderbilt has been
7、 distressed to receive a series of obscene telephone calls. It sounds like the same person each time. She calls the telephone company to see if they can put a stop to this harassment. Her phone bill is in the bottom 10 percent of all household subscriber bills and almost all calls are local.Richard
8、RobbinsFor more than a week, the phone line at Rich Robbins house has been making strange humming and crackling noises, making it difficult to hear what the other person is saying. After two of his friends comment on these distracting noises, Mr. Robbins calls to report the problem. His guess is tha
9、t it is caused by the answering machine, which is getting old and sometimes loses messages. Mr. Robbins phone bill is in the 75th percentile for a household subscriber. Most calls are made to locations within Canada, usually at evenings and weekends, although there are a few calls to the United Stat
10、es, too. He studied for his undergraduate degree at NYU and he likes to keep in touch with some of his former classmates.Study Questions1. Based strictly on the information in the case, how many possibilities do you see to segment the telecommunications market?2. As a customer service rep, how would
11、 you address each of the problems and complaints reported?3. As a marketing manager, do you see any marketing opportunities for the telephone company in any of these complaints?篇二：国际营销案例分析国际营销案例分析班级： 学号： 姓名：案例 派克笔公司位于美国威斯康星州的派克笔公司(Parker Pen Company)是世界上书写工具行 业中的一家著名公司。它的产品销往154个国家，在高档笔市场(每支价格在3美元以上
12、)占据首位。1984年初，公司总部策划了一次全球性营销活动，所有活动都按规范化、标准化形式组织。这是一次大规模的试验性活动。正当许多跨国公司急于借鉴派克笔公司的经验时，这次活动却意想不到地遭到了失败。到1985年2月活动结束(转载自：www.hnBoX 博 旭范文 网:国际营销英文案例)时，公司总部策划此次活动的大部分人员离开公司或被解雇。1986年1月份，派克笔公司的书写工具部门以1亿美元的价格卖给派克公司中经营国际业务的一些管理人员和伦敦的一家风险资本公司。企业追求全球一体化，需要进行必要的内部调整，把分散于海外子公司的权力集中起来，对全球经营活动进行统一协调。 1982年1月，杰姆皮特森
13、成为派克笔公司的总裁。当时，公司正处于困境，全球营销是公司摆脱困境采取的重要措施之一。在70年代，美元疲软，促使派克笔公司大量出口，80的销售额在国外市场中实现。然而，市场在不断变化。日本开始推销廉价笔，并获得很大的成功。Paper、Mate、Bic、Pilot和Pentel等品牌占有较大市场份额，导致派克的份额降至6。派克笔仍采用原有战略，坚持把营销活动集中在百货公司和文具店的高价位市场上。即使在这个细分的市场中，由于AT克劳斯公司的竞争，派克笔的市场份额也在不断下降。派克笔公司的海外子公司在市场营销中拥有很大自主权，结果是产品系列繁多，需要大量广告促销。公司在世界各地设有40个不同的广告代
14、理公司。80年代，美元的升值导致公司在国际市场的份额下降，利润减少。皮特森上任后立刻采取调整措施。他削减工资总额，把产品系列从500个砍到只剩100个，加强了生产运营，并聘用Ogilvy & Mather公司负责派克笔的全球性广告。同时，公司决定快速占领低价位产品市场。其中，盈利最大的产品品牌是Vector圆珠笔，售价每支2.98美元。公司还计划销售更便宜的笔(品牌为Itala)，但从未考虑经营自动笔。 公司聘任了三位在国际市场上有丰富营销经验的经理负责产品营销。负责书写工具的营销副总裁理查德斯沃特曾负责3M的全球形象广告，并培训公司管理人员制定营销计划的各种技巧。杰克马克斯是书写工具
15、广告部经理，他曾在吉列特公司负责协调护发产品的全球性营销活动。德尔内罗被任命为派克笔公司国际营销计划部的经理，他曾在费舍-普来斯公司积累了丰富的国际营销经验。在世界各地用同样方式销售的理念并没有被派克笔的海外子公司和经销商很好接受。他们认为，笔是一样的，但市场是不同的。法国和意大利对昂贵的自来水笔情有独钟，斯堪的纳维亚是圆珠笔的大好市场。在一些市场中，派克产品可以维持高价；而在另一些市场中，公司必须面对价格竞争。然而，公司总部坚持认为派克笔广告必须以共同创新战略和市场定位为基础。全球性广告主题“建立派克的知名度”必须得到贯彻。在广告中必须采用相同的图形布局、相同的字型和相同的标志。斯沃特坚持认
16、为这种集权性管理只能作为“起点”，它将允许充分的地方自主性。各个子公司对这项决策有不同看法。英国子公司始终反对这一广告主题。Ogilvy & Mather公司也强烈反对“一个世界，一个品牌，一种广告”的提法。于是公司内部产生了冲突。在一次会议上，斯沃特神经质地大嚷道：“你们应该做的不是问为什么，而是去执行。”1984年10月，英国伦敦子公司发起了“建立你的品牌”运动。除了语言差别外，广告的形式和内容实质上是一样的：长版面，在相同位置的横向布局说明，派克笔的标志放在底部，等等。问题出在生产过程中。资产价值为1500万美元的新工厂不断出故障，成本大幅度提高，次品率达到难以接受的水平。1.w
17、hat should you do if you in James Petersons shoes in January 1982?首先很多都是用电脑写材料的。用钢笔的人自然就减少了。第二。很多人用钢笔写出来的字不好看，不如用中性笔写的流畅、好看一点。 第三。用钢笔还要灌墨水。中性笔则不用这些！如此情况制约的钢笔的发展销售。派克作为一个国际大品牌，在市场上的定位要找准，做高端产品，可以代表身份、地位的，也可以做一些高级纪念品！例如派克公司诞辰51周年，51型笔，这就是一支非常有纪念价值获的笔。也只得人们去收藏。2.What changes,if any,would you make in Pa
18、rkers marketing strategy? 即使，具有不同国家和地区对书写工具的要求差异比较小的特性。而派客笔公司失败的原因是出现在市场定位上。派克笔公司本来是生产高档书写工具的，人们选择该品牌是出于追求一种时尚形象，并表现出自己的地位的目的，而皮特森的上任没有把自己的主要精力投入到提高自己的产品质量和款式，提高自己的产品形象从而巩固自己的高端市场，而是把精力转入以前未涉足的价格低廉的低端书写工具上去了。这种转型无异于捡起芝麻，丢掉西瓜。大大影响了该品牌在传统客户中的形象。再加上由于大量生产低端市场的书写工具，没有注重产品质量，新工厂不断出故障，成本大幅提高，次品率达到难以接受的水平，
19、我认为派克的定位是高端市场，有目的有想法的去做一些事，做一些有价值的东西，值得顾客顾客去想象和品位。3.Which aspects of Parkers structure would you discard?Which would you keep?派克公司为51型笔配套开发出了新型的树脂材料和墨水 ，使它更好的发挥了它的优点。如此不同凡响，以至于派克在广告宣传时把它说成是“就像来自于另一个星球”。这种呈流线型，火箭状的墨水笔， 使用的墨水是派克的新产品速干墨水Quink。这种墨水宣称可以“用湿墨水写出干字”。我绝得这个是可以以保留的。还有75型笔也是经久不衰的。就像蛇形笔，设计了珠宝。就感
20、觉是钢笔装饰了珠宝一样，而不是珠宝装饰钢笔。这样就应放弃。4.Assume that you are James Petersons and you have just hired a new management team composed of highly qualified executives from outside companies.You and your new team are convinced that you have the solution to Parkers problems but there are many holdovers who disagree
21、 with you.how would you implement your plan?To what extent would you incorporate the views of Parker management into your plan？如果我是James Peterson，而且还拥有一支比较有实力的团队。想要实施一个计划，但是有些人不同意，我会尽力去说服，用我们的这个计划可以获得的好处，并且我们会将这计划和派克的管理理念结合起来，这样会更有说服力，是的反对的声音变小。至于怎么样去结合，在我们的计划当中，将第一步计划按照派克的经营理念来设定，接下来则可以穿插篇三：服务营销英文案
22、例2CASE 3 Dr. Becketts Dental OfficeLAUREN K. WRIGHTA dentist seeks to differentiate her practice on the basis of quality. She constructs a new office and redesigns the practice to deliver high quality to her patients and to improve productivity though increased efficiency. However, its not always ea
23、sy to convince patients that her superior servicejustifies higher fees that are not always covered by insurance.Management Comes to Dentistry“I just hope the quality differences are visible to our patients,” mused Dr. Barbro Beckett as she surveyed the office that housed her well-established dental
24、practice. She had recently moved to her current location from an office she felt was too cramped to allow her staff to work efficientlya factor that was becoming increasingly important as the costs of providing dental care continued to rise. While Dr. Beckett realized that productivity gains were ne
25、cessary, she did not want to compromise the quality of service her patients received.The classes Dr. Beckett took in dental school taught her a lot about the technical side of dentistry but nothing about the business side. She received no formal training in the mechanics of running a business or und
26、erstanding customer needs. In fact, professional guidelines discouraged marketing or advertising of any kind. That had not been a major problem 22 years earlier, when Dr. Beckett started her practice, since profit margins had been good then. But the dental care industry had changed dramatically. Cos
27、ts rose as a result of labor laws, malpractice insurance, and the constant need to invest in updating equipment and staff training as new technologies were introduced. Dr. Becketts overhead was now between 70 and 80 percent of revenues before accounting for her wages or office rental costs.At the sa
28、me time provider overhead was rising, there was a movement in the United States to reduce health care costs to insurance companies, employers, and patients by offering “managed health care” through large health maintenance organizations (HMOS). The HMOs set the prices for various services by putting
29、 an upper limit on the amount that their doctors and dentists could charge for various procedures. The advantage to patients was that their health insurance covered virtually all costs. But the price limitations meant that HMO doctors and dentists would not be able to offer certain services that mig
30、ht provide better quality care but were too expensive. Dr. Beckett had decided not to become an HMO provider because the reimbursement rates were only 80-85 percent of what she normally charged for treatment. She felt that she could not provide high-quality care to patients at these rates.These chan
31、ges presented some significant challenges to Dr. Beckett, who wanted to offer the highest level of dental care rather than being a low-cost provider. With the help of a consultant, she decided her top priority was differentiating the practice on the basis of quality. She and her staff developed an i
32、nternal mission statement that reflected this goal.The mission statement (prominently displayed in the back office) read, in part: It is our goal to provide superior dentistry in an efficient, profitable manner within the confines of a caring, quality environment.Since higher quality care was more c
33、ostly, Dr. Becketts patients often had to pay fees for costs not covered by their insurance policies. If the quality differences werent substantial, thesepatients might decide to switch to an HMO dentist or another lower-cost provider.Redesigning the Service Delivery SystemThe move to a new office g
34、ave Dr. Beckett a unique opportunity to rethink almost every aspect of her service. She wanted the work environment to reflect her own personality and values as well as providing a pleasant place for her staff to work.Facilities and EquipmentDr. Beckett first looked into the office spaces available
35、in the Northern California town where she practiced. She didnt find anything she liked, so she hired an architect from San Francisco to design a contemporary office building with lots of light and space. This increased the building costs by $100,000, but Dr. Beckett felt it would be a critical facto
36、r in differentiating her service.Dr. Becketts new office was Scandinavian in design (reflecting her Swedish heritage and attention to detail). The waiting room and reception area were filled with modern furniture in muted shades of brown, grey, green, and purple. Live plants and flowers were abundan
37、t, and the walls were covered with art. Classical music played softly in the background. Patients could enjoy a cup of coffee or tea and browse through the large selection of current magazines and newspapers while they waited for their appointments.The treatment areas were both functional and appeal
38、ing. There was a small conference room with toys for children and a DVD player that was used to show patients educational films about different dental procedures. Literature was available to explain what patients needed to do to maximize the benefits of their treatment outcomes.The chairs in the exa
39、mining rooms were covered in leather and very comfortable. Each room had a large window that allowed patients to watch birds eating at the feeders that were filled each day. There were also attractive mobiles hanging from the ceiling to distract patients from the unfamiliar sounds and sensations the
40、y might be experiencing. Headphones were available with a wide selection of music.The entire “back office” staff (including Dr. Beckett) wore uniforms in cheerful shades of pink, purple, and blue that matched the office dcor. All the technical equipment looked very modern and was spotlessly clean. S
41、tate-of-the-art computerized machinery was used for some procedures. Dr. Becketts dental degrees were prominently displayed in her office, along with certificates from various programs that she and her staff had attended to update their technical skills (Exhibit 1).Exhibit 1: A Modern, State-of-the-
42、Art Treatment Room Projects a Professional Image to Visiting PatientsService PersonnelThere were eight employees in the dental practice, including Dr. Beckett (who was the only dentist). The seven staff members were separated by job function into “front office” and “back office” workers. Front offic
43、e duties (covered by two employees) included receptionist and secretarial tasks and financial / budgeting work. The back office was divided into hygienists and chair side assistants.The three chair side assistants helped the hygienists and Dr. Beckett with treatmentprocedures. They had specialized t
44、raining for their jobs but did not need a college degree. The two hygienists handled routine exams and teeth cleaning plus some treatment procedures. In many dental offices, hygienists had a tendency to act like “prima donnas” because of their education (a bachelors degree plus specialized training)
45、 and experience. According to Dr. Beckett, such an attitude could destroy any possibility of teamwork among the office staff. She felt very fortunate that her hygienists viewed themselves as part of a larger team that worked together to provide quality care to patients.Dr. Beckett valued her friends
46、hips with staff members and understood that they were a vital part of the service delivery. “90 percent of patients perceptions of quality come from their interactions with the front desk and the other employeesnot from the staffs technical skills,” she stated. When Dr. Beckett began to redesign her
47、 practice, she discussed her goals with the staff and involved them in the decision-making process. The changes meant new expectations and routines for most employees, and some were not willing to adapt. There was some staff turnover (mostly voluntary) as the new office procedures were implemented.
48、The current group worked very well as a team.Dr. Beckett and her staff met briefly each morning to discuss the days schedule and patients. They also had longer meetings every other week to discuss more strategic issues and resolve any problems that might have developed. During these meetings, employ
49、ees made suggestions about how to improve patient care. Some of the most successful staff suggestions include: “thank you” cards to patients who referred other patients; follow-up calls to patients after major procedures; a “gift” bag to patients after theyve had their teeth cleaned that contains a toothbrush, toothpaste, mouthwash and floss; buckwheat pillows and blankets for patient comfort durin
