营销渠道中英文对照外文翻译文献

本科生毕业设计（论文）外文翻译学 院： 商贸学院 学 号： 120134030 专业班级： 市场营销1301班 学生姓名： 宫 超 指导教师： 赵 丹 年 月 日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users between them stands a set 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 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 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 of the chief roles of 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 companys pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firms 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 fins 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 companys 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 manufacturers 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 consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.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 supportChannelDevelopmentAnewfirmtypicallystartsasalocaloperationsellinginafairlycircumscribed marketusingexistingintermediaries.Thenumberofsuchintermediariesisapttobe limited:afewmanufacturerssalesagentsafewwholesalersseveralestablished retailersafewtruckingcompaniesandafewwarehouses.Decidingonthebest channelsmightnotbeaproblemtheproblemisoftentoconvincetheavailable intermediariestohandlethefirmsline.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 through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.Internationalmarketsposedistinctchallenges.Customersshoppinghabitscan varybycountriesandmanyretailerssuchasGermanysAlditheUnitedKingdoms TescoandSpainsZarahaveredefinedthemselvestoacertaindegreewhenenteringanewmarkettobettertailortheirimagetolocalneedsandwants.Retailersthathave largelystucktothesamesellingformularegardlessofgeographysuchasEddie BauerMarksampSpencerandWalt-Mart-marketingstrategyforItsentranceinto1MUS.markettoslackdifferentnationalmanufacturerhavesometimesencountered troubleinenteringnewmarkets.Inshortthechannelsystemevolvesasafunctionoflocalopportunitiesand conditionsemergingthreatsandopportunitiescompanyresourcesandcapabilities andotherfactors.ConsidersomeofthechallengesDellhasencounteredinrecentyears.HybridChannelsTodayssuccessfulcompaniesarealsomultiplyingthenumberofquot go-to-market quot orhybridchannelsinanyonemarketarea.IncontrasttoDellHPhasuseditssales forcetoselltolarge 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 a direct-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 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 of the retailer；the right to receive discounts 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. Heres 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.largeaccountsoutboundtelemarketingtoselltomedium-sized accountsdirectmailwithaninboundnumbertoselltosmallaccountsretailerstosell tostillsmalleraccountsandtheInternettosellspecialtyitems.Staplesmarkets throughitstraditionalretailchannela direct-responseInternetsitevirtualmallsand thousandsoflinksonaffiliatedsites.Companies that manage hybrid channels must make sure these channels work well 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 of the retailer；the right to receive discounts 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. Heres a specific example of a company that has carefully managed its multiple channels. REI（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.UnderstandingCustomerNeedsConsumersmaychoosethechannelstheypreferbasedonanumberoffactors:thepriceproductassortmentandconvenienceofachanneloptionaswellastheir ownparticularhoppinggoalseconomicsocialorexperiential.Aswithproducts segmentationexistsandmarketersemployingdifferenttypesofchannelsmustbe awarethatdifferentconsumershavedifferentneedsduringthepurchaseprocess.ResearchersNunesandCespedesarguethatinmanymarketsbuyersfallinto oneoff ourcategories.Habitualshopperspurchasefromthesameplacesinthesamemannerovertime.High-valuedealseekersknowtheirneedsandquot channelsurf quotagreatdeal beforebuyingatthelowestpossibleprice.Variety-lovingshoppersgatherinformationinmanychannelstakeadvantage ofhightouchservicesandthenbuyintheirfavoritechannelregardlessofprice.High-involvementshoppersgatherinformationinallchannelsmaketheir purchaseinalow- costchannelbuttakeadvantageof customersupportfroma high-touchchannel.Onestudyof40groceryandclothingretailersinFranceGermanyandthe UnitedKingdomfoundthatretailersinthosecountriesservedthreetypesofshoppers:1.Service/qualitycustomerswhocaredmostaboutthevarietyandperformanceof productsinstoresaswellastheserviceprovided.2.Price/valuecustomerswhowere mostconcernedaboutspendingtheirmoneywisely.3.Affinitycustomerswho primarilysoughtstoresthatsuitedpeoplelikethemselvesorthemembersof groupstheyaspiredtojoin.AsFigure15.1showscustomerprofilesforthesetypesof retailersdifferedacrossthethreemarkets:InFranceshoppersplacedmore importanceonservice andqualityintheUnitedKingdomaffinityandinGermany priceandvalue.Eventhesameconsumerthoughmaychoosetousedifferentchannelsfor differentfunctionsinmakingapurchase.Forinstancesomeonemaychooseto browsethroughacatalogbeforevisitingastoreortakeatest-driveatadealerbefore orderingacaronline.Consumersmayalsoseekdifferenttypesofchannelsdepending ontheparticulartypesofgoodsinvolved.Someconsumersarewillingtoquot tradeupquottoretailersofferinghigher-endgoodssuchasTAGHeuerwatchesorCalla waygolf clubsthesesameconsumersarealsowillingtoquot tradedown quottodiscountretailersto buyprivate-labelpapertowelsdetergentorvitamins.ValueNetworksAsupplychainviewofafirmseesmarketsasdestinationpointsandamountsto alinearviewoftheflow.Thecompanyshouldfirstthinkofthetargetmarket howeverandthendesignthesupplychainbackwardfromthatpoint.Thisviewhas beencalleddemandchainplanning.North westernsDonSchultzsays:quot Ademand chainmanagementapproachdoesntjustpushthingsthroughthesystem.It emphasizeswhatsolutionsconsumersarelookingfornotwhatproductswearetryingtosellthem.QuotSchultzhassuggestedthatthetraditionalmarketingquot fourPs quot be replacedbyanewacronymSIVAwhichstandsforsolutionsinformationvalueand access.Anevenbroaderviewseesacompanyatthecenterofavaluenetwork-asystem ofpartnershipsandalliancesthatafirmcreatestosourceaugmentanddeliverits offerings.Avaluenetworkincludesafirmssuppliersanditssupplierssuppliersan dietsimmediatecustomersandtheirendcustomers.Thevaluenetworkincludesvalued relationswithotherssuchasuniversityresearchersandgovernmentapproval agencies.Demandchainplanningyieldsseveralinsights.First,thecompanycanestimatewhethermoremoneyismadeupstreamordownstream,incaseitmightwanttointegratebackward.orforward.Second,thecompanyismoreawareofdisturbancesanywhereinthesupplychainthatmightcausecosts,prices,orsuppliestochangesuddenly.Third,companiescangoonlinewiththeirbusinesspartnerstocarryonfasterandmoreaccuratecommunications,transactions,andpaymentstoreducecosts,speedupinformation,andincreaseaccuracy.WiththeadventoftheInternet,companiesareformingmorenumerousandcomplexrelationshipswithotherfirms.Managingthisvaluenetworkhasrequiredcompaniestomakeincreasinginvestmentsininformationtechnologyandsoftware.TheyhaveinvitedsuchsoftwarefirmsasSAPandOracletodesigncomprehensiveenterpriseresourceplanningsystemstomanagecashflow,manufacturing,humanresources,purchasing,andothermajorfunctionswithinaunifiedframework.Theyhopetobreakupdepartmentsilosandcarryoutcorebusinessprocessesmoreseamlessly.Marketers,fortheirpart,havetraditionallyfocusedonthesideofthevaluenetworkthatlookstowardthecustomer.Inthefuture,theywillincreasinglyparticipateinandinfluencetheircompaniesupstreamactivitiesandbecomenetworkmanagers,notonlyproductandcustomermanagers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高 通过诸如在线订购产品的能力和在一个方便的零售地点捡东西的能力；能够将网上订购的产品转化为零售商的附近商店 接受折扣和促销优惠的基础上总在线和离线购买。电路城估计店内接售占其在线销售额的一半以上2006。这是一个特定的 一个精心管理多渠道的公司的IC例子。REI（游乐设备公司）更令人沮丧：买登山靴，削弱你的脚或试图在完美的排 R只找到商店的大小或风格，你想在娱乐设备公司的股票。大多数生产者并不直接销售产品到最终用户，他们代表的是一套执行多种功能的中介机构。这些中介机构构成了一个营销渠道，也称为贸易渠道或分销渠道，正式的营销渠道是一组相互依存的组织，参与的过程中，使产品或服务可供使用或消费。他们是通过产品或服务来确定生产后最终使用用户。一些中介机构，如批发商和零售商购买所有权和转售商品，他们被称为商人。其他经纪商代理销售代表寻找客户，并可能代表生产商谈判，但不采取标题的货物，他们被称为代理。还有一些运输公司、广告公司、独立仓库银行协助分发过程，他们被叫做促进者但没有把货物所有权或洽谈购买权或销售权给他们。渠道的重要性营销渠道系统是一个企业特定的营销渠道并且关于它的决策是管理层面临的最关键的问题之一。在美国的渠道成员集体获得的利润占最终销售价格30至50。相反，广告通常占了不到最终价格的5成或 7成。营销渠道代表一个巨大的机会成本。营销渠道的主要作用是将潜在的买家变成有利可图的客户。营销渠道不仅要服务市场还必须使用市场。渠道选择影响其他所有的营销决策。公司的定价取决于是否采用大卖场或高品质的精品店。企业的销售力和广告决策取决于经销商需要多少培训和激励。此外，渠道决定还包括对除了对那些芬兰人相对长期的承诺之外的一套政策和程序。当一个汽车制造商签署支持独立的经销商去销售他们汽车的时候，以后汽车制造商就不能用公司拥有的网点去取代他们。与此同时，营销渠道的选择依靠自己公司的市场战略以及对目标的细分和定位。使整体营销获得在这些所有市场决策中的不同领域的集体价值最大化。在中介企业的管理中必须决定它投入多少努力在推拉营销中。推式策略是使用制造商的销售力量促进贸易资金或使用其他手段诱导中介进行对最终用户的宣传和产品销售。推式策略适合用于选择低忠诚度的品牌产品，在这个品牌店里的项目，产品推动效益都是被理解。在拉式策略的制造商中使用通信广告宣传等形式，在拉动策略中，制造商使用广告促销和其他形式的沟通来说服消费者向中介机构要求产品，从而促使中介机构订购产品。拉的策略是适合在消费者进入店前就能够感知品牌差异和品牌选择的，拉式策略合适这种品牌有高忠诚度和高涉入度的。多年来，药物公司只针对医生和医院的广告，但在1997 FDA发布的电视广告指南，开辟了药品直接接触消费者的途径。这是特别明显的新兴行业的处方睡眠艾滋病。顶极的营销公司，例如可乐,英特尔和耐克巧妙地采用推式和拉式结合的策略。营销活动是朝向当有一个精心设计的和很好的激活消费者需求的拉式策陪的同时的推式策略的一个通道。另一方面有极少的一些消费者对它感兴趣但很难得到更多的通道引导和支持。发展通道新的公司通常使用现有的中介市场作为一个局部有限制的范围开始。此类中介机构倾向于限制：一些厂家销售的代理几个批发商几个零售商几个建立货运公司和一些仓库。决定最好的渠道可能不是问题，问题往往是说服性可用的中介机构去处理公司线。如果公司成功，它可能会进入新市场，在不同的市场使用不同的渠道。在较小的市场，该公司可能直接出售给零售商在更大的市场，它可能会出售 通过分销商。在农村地区，它可能与一般商品商人在市区有限的商人。在该国的一部分，它可能会授予独家专营权在另一个我 不可能通过网点处理商品。在一个国家，它可能会使用国际销售代理在另一个可能与当地公司的合作伙伴。国际市场带来不同的挑战。顾客购物习惯的国家和许多零售商如德国阿尔迪联合如英国乐购和西班牙Zara会重新定义他们自己，更好地调整自己的形象，以在一定程度上进入新的市场更好地调整图像局部的需求，和当地的需要和希望的零售商，在很大程度上坚持同样的销售公式，无论地理等埃迪鲍尔的标志和斯宾塞和进入沃尔玛营销策略。进入新的市场时，市场对待不同国家的制造商有时会遇到麻烦。总之，渠道系统的发展作为当地机会和条件的作用，新兴的威胁和机会，公司资源和能力等因素。考虑一些的戴尔近年来遇到的挑战。混合渠道如今，成功的公司也在任何市场领域增加了“进入市场”或混合渠道的数量。与戴尔相反，惠普利用其销售力量出售给大客户海外电话销售，以中型帐户直接邮寄与入境号码出售给小账户零售商出售给更小的帐户和互联网销售专业，斯台普斯市场通过其传统零售渠道直接响应互联网网站虚拟商城和数以千计的链接在附属网站。管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高,通过诸如在线订购产品的能力和在一个方便的零售地点捡东西的能力；能够将网上订购的产品转化为零售商的附近商店,接受折扣和促销优惠的基础上总在线和离线购买。电路城估