跟市場營銷相關的外文文獻

⑴ 求兩個關於市場營銷的外文文獻參考，以參考文獻形式發給我就行……如圖

我們圖書館提供國外各類文獻，您可以來查找，然後自行寫出參考文獻

⑵ 營銷策略論文參考文獻

營銷策略論文參考文獻

無論是在學校還是在社會中，大家對論文都再熟悉不過了吧，論文是探討問題進行學術研究的一種手段。一篇什麼樣的論文才能稱為優秀論文呢？下面是我為大家整理的營銷策略論文參考文獻，僅供參考，大家一起來看看吧。

營銷策略論文參考文獻1

[1]營銷策略論文參考文獻[1](美)菲利普·科特勒、凱文·萊恩·凱勒.營銷管理.[M].上海:格致出版社,2009.

[2](美)菲利普·科特勒、加里·阿姆斯特朗...市場營銷原理.[M].上海.中國人民大學出版社,2010.

[3](美)傑羅姆麥卡錫.市場營銷學基礎.[M].北京:中國人民大學出版社.

[4]美)邁克爾·波特.競爭戰略.[M].北京:華夏出版社,2005.

[5](美)彼得·德魯克.管理的實踐.[M].北京:機械工業出版社,2009.

[6]餘明陽.市場營銷戰略.[M].北京:清華大學出版社、北京交通大學出版社,2009.

[7]李東紅編.營銷戰略.[M].北京:首都經濟貿易大學出版社.2010.

[8](美)拉里·博西迪.拉姆·查蘭.管理的實踐.[M].北京:中信出版社,2005.

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[14]南京市開發區協調管理委員會.開發區轉型發展戰略研究[M].南京:南京大學出版社,2010.

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[27](英)格雷厄姆·胡利、約翰·桑德斯、奈傑爾·皮爾西[M].營銷戰略與競爭定位.北京:中國人民大學出版社,2007.

[28]盧新海.開發區發展與土地利用[M].北京:中國財經經濟出版社,2005. [29}傅強.依託重大項目推動轉型發展[J].科技與出版.2011.

營銷策略論文參考文獻2

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[1].劉子安,中國市場營銷,對外經濟貿易大學出版社,2016年3月第一版,p105-p125.

[2].(美)菲利普·科特勒,營銷管理,中國人民大學出版社,2016年7月第十版.

[3].凱文,戰略品牌管理,中國人民大學出版社,1998年,p205-p253.

[4].(英)史密斯等著,方海萍等譯,市場營銷傳播方法與技巧,電子工業出版社,2016年,p134-p168.

[5].李蔚,營銷策劃,中國經濟出版社,2002016年,p56-p90.

[6].汪濤,廣告管理,武漢大學出版社,2016年,p100-p115.

[7].胡成中,企業文化與品牌戰略,經濟日報出版社,2016年,p254-p280.

[8].新加坡唐拉爾著,陽水榮等譯,高科技品牌管理:創建新經濟時代強勢品牌,機械工業出版社,2016年,p360-p380.

[9].凌志軍,聯想風雲,中信出版社,2016年,p148-p160.

[10].喬.吉拉德,戴爾-突破市場的銷售細節直銷,哈爾濱出版社,2016年,p56-p62.

[11].劉紅強,戴爾營銷,經濟科學出版,2016年,p39-p45.

[12].趙波,聯想:公正與效率的博弈,銷售與市場雜志XX第8期.

[13].董文勝王纓楊欣,聯想從裁員到新文化運動中外管理,2016年5期.

[14].黃景清,10個令你拍案叫絕的營銷案例,中華工商聯合出版社,XX.

[15].孫在國,體驗經濟與企業營銷戰略的調整,經濟經緯,22016年第1期.

[16].澤絲曼爾,服務營銷,機械工業出版社,2016年,p150-p163.

[17].business and the environment,harvard business review,XX.

營銷策略論文參考文獻4

[1]左仁淑 . 關系營銷 : 服務營銷的理論基礎 . 四川大學學報 , 2004,(4): 19-23

[2]科特勒, 洪瑞雲, 梁紹明等. 市場營銷管理(亞洲版). 第 3 版. 北京:中國人民大學出版社, 2004, 15-35

[3]Heide J B, George J. Do Norms Matter in Marketing Relationships. Journal of Marketing, 1992, 56(2): 32-44

[4]陳紹福, 徐寶瑞. 現代醫院創新經營. 中國醫院管理, 2001, 21(11):60-62

[5]張英. 現代醫院應樹立的十大營銷觀念. 中國衛生產業, 2004, (2):76-78

[6]賈守營 . 金牌醫院商務策劃 . 廣州 : 華南理工大學出版社 , 2005,188-193

[7]科特勒, 洪瑞雲, 梁紹明等. 市場營銷管理(亞洲版). 第 2 版. 北京:中國人民大學出版社, 2001, 55-56

[8]Frank H, Andreas H, Robert E M. Gaining competitive advantagethrough customer value oriented management. Journal of Consumer Marketing, 2005, 22(6): 23-24

[9]丁桂蘭. 醫療機構營銷. 北京: 清華大學出版社, 2005, 107-113

[10]Christian Gro nroos. Strategic Management and Marketing in the Service Sector. Cambridge. Mass: Marketing Science Institute, 1983,85-88

[11]Parasuraman A, Valarie A Zeithaml, Leonard L Berry. SERVQUAL: A Multiple-Item Scale for Measuring Customer Perceptions of Service Quality, Cambridge. Mass: Marketing Science Institute, 1986, 30-32

[12]Liljander Veronica. Comparison Standards in Perceived Service Quality. Helsingfors: Svenska Handelsho gskolan, 1995

[13]Strandvik, Tore. Tolerance Zones In Perceived Service Quality. Helsingfors: Svenska Handelsh gskolan, 1994

[14]菲利普 科特勒 . 營銷管理 . 第九版 . 上海 : 上海人民出版社 ,217-218

[15]Gronroos C. Internal Marketing-Theory and Practice, in American1999 Marketing Association Services Marketing ConferenceProceedings, 1981, 41-47

營銷策略論文參考文獻5

[1][美]沃倫.基根.全球營銷管理[M].北京:清華大學出版社,1997年版.

[2][美]菲力浦.科特勒.市場營銷管理[M]..北京:中國人民大學出版社,996年版.

[3]屈雲波.品牌營銷[M]..北京:.企業管理出版社,1996年版.

[4]李弘,董大海.市場營銷[M].大連:大工出版社,.2000年版.

[5]京華企業咨詢公司(編).品牌巨匠[M].北京:今日中國出版社,1996年版.

[6]湯正如.市場營銷學教學[M]..沈陽:遼寧大學出版社,1993年版.

[7]京華企業咨詢公司(編).品牌巨匠[M].北京:今日中國出版社,1996年版.

[8].朱方明.品牌促銷[M].北京:中國經濟出版社,1998年版.

[9]吳憲和.營銷形象策劃[M].上海:上海財經大學出版社,1998年版.

[10]晃鋼令.營銷戰略策劃[M].上海:上海財經大學出版社,1998年版.

[11]朱方明.品牌促銷[M].北京:中國經濟出版社,1998年版.

[12]陳志.中國民營企業品牌戰略[J].當代經理人(中旬刊),2006,(21).

[13]木梓.以品牌戰略推動企業發展[J].信息網路,2007,(3).

[14]劉紅霞.我國企業品牌戰略問題研究[J].江西金融職工大學學報,2007,(1).

[15]劉新民.我國品牌戰略存在的問題與對策[J].鄭州航空工業管理學院學報,2005,(4).

[16]胡號寰,鍾兆青.中國企業實施品牌戰略的`思考[J].長江大學學報(社會科學版),2005,(6).

[17]董偉達.品牌戰略與企業發展的關系[J].科技與管理,2005,(6).

[18]於法領.關於品牌戰略[J].北方經濟,2005,(10).

[19]李水平.淺談企業的品牌戰略[J].湖南財經高等專科學校學報,2004,(3).

[20]姬雄華.企業品牌戰略選擇研究[J]. 延安大學學報(社會科學版),2001,(3).

[21]蔣海岩.實施品牌戰略 創企業名牌[J].山東行政學院.山東省經濟管理幹部學院學報,2001,(2).

[22]趙小紅.試論品牌戰略的實施要點[J].科技情報開發與經濟,2001,(6).

[23]Arnold,D. The Handbook of Brand Management, FT/Pitman Publishing, London.

[24]Dechernatony, L. and Mcdonald, M.H.B. Creating Powerful Brands, Butterworth Heinemann, Oxford. 1992

[25]Hankinson, G. and Cowking, P Branding in Action, McGraw-Hill,London. 1993

[26]Kapferer, J. H Strategic Brand Management, Kogan Page,London.

營銷策略論文參考文獻6

[1]左仁淑 . 關系營銷 : 服務營銷的理論基礎 . 四川大學學報

[2]科特勒, 洪瑞雲, 梁紹明等. 市場營銷管理(亞洲版). 第 3 版. 北京:中國人民大學出版社

[3]Heide J B, George J. Do Norms Matter in Marketing Relationships. Journal of Marketing

[4]陳紹福, 徐寶瑞. 現代醫院創新經營. 中國醫院管理

[5]張英. 現代醫院應樹立的十大營銷觀念. 中國衛生產業

[6]賈守營 . 金牌醫院商務策劃 . 廣州 : 華南理工大學出版社

[7]科特勒, 洪瑞雲, 梁紹明等. 市場營銷管理(亞洲版). 第 2 版. 北京:中國人民大學出版社

[8]Frank H, Andreas H, Robert E M. Gaining competitive advantagethrough customer value oriented management. Journal of Consumer Marketing

[9]丁桂蘭. 醫療機構營銷. 北京: 清華大學出版社

[10]Christian Gro nroos. Strategic Management and Marketing in the Service Sector. Cambridge. Mass: Marketing Science Institute

[11]Parasuraman A, Valarie A Zeithaml, Leonard L Berry. SERVQUAL: A Multiple-Item Scale for Measuring Customer Perceptions of Service Quality, Cambridge. Mass: Marketing Science Institute

[12]Liljander Veronica. Comparison Standards in Perceived Service Quality. Helsingfors: Svenska Handelsho gskolan

[13]Strandvik, Tore. Tolerance Zones In Perceived Service Quality. Helsingfors: Svenska Handelsh gskolan

[14]菲利普 · 科特勒 . 營銷管理 . 第九版 . 上海 : 上海人民出版社

[15]Gronroos C. Internal Marketing-Theory and Practice, in American1999 Marketing Association Services Marketing ConferenceProceedings

[16]周成紅,肖錦誠 . 談醫療服務市場特徵及營銷策略 . 衛生軟科學

[17]王恕, 陳玉文. 顧客關系管理在醫院營銷中的應用. 國際醫葯衛生導報

[18]張英. 品牌戰略現代醫院營銷利器. 國際醫葯衛生導報

[19]張洪才. 醫院差異化營銷的探討. 衛生經濟研究

[20]朱恆鑫. 醫院經營策略醫院一對一營銷學. 北京: 清華大學出版社

[21]黃國英, 張公惠. 優質服務與三級醫院服務營銷策略的關系. 中國醫院管理

[22]馬淑燕. 現代醫院營銷戰略的實踐與思考. 中國衛生經濟

[23]邁克·波特. 陳小悅譯. 競爭戰略. 北京: 華夏出版社

[24]邱巍, 代維昭. 上海瑞金一哈佛心臟中心市場定位和營銷策略. 上海交通大學學報(醫學版)

[25]張英 . 醫療市場細分與目標醫療市場選擇 . 中華醫院管理雜志

[26]菲利普·科特勒,托馬斯·海斯,保羅·N·布盧姆等著 . 俞利軍譯. 專業服務營銷. 北京: 中信出版社

[27]佩恩. 鄭薇譯. 服務營銷. 2 月版. 北京: 中信出版社

[28]邢永傑,呂愛芝 . 關於醫院服務營銷的分析 . 中華醫院管理雜志

[29]易世志. 淺析波士頓矩陣法的局限. 商業研究

[30]付鳳環,尹世全 . 關系營銷理論對公立專科醫院營銷管理的啟示 .中國腫瘤

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⑶ 市場營銷畢業論文外文文獻

論電信企業市場營銷策略
[摘要]電信全球化與國際競爭的新趨勢,給我國電信業帶來了前所未有的壓力與挑戰,根據我國電信企業行業特點與營銷重點,提出全員營銷、摒棄傳統廣告宣傳方式、營建全新企業文化及拓寬范圍,實行差別化經營等策略。

「所謂服務業這一行業根本不存在,只是各行業中服務成分所佔的比重大小有所不同而已,每個人都在為他服務」。(TheoeloeLevitt語)顯然,電信企業應屬於服務成分較大的行業,筆者試從電信企業現狀及服務業的特點入手,闡述電信企業的營銷策略。

一、電信企業的正確定位

電信全球化與國際競爭的新趨勢,給我們帶來了前所未有的壓力和挑戰。一些新的經營理念,競爭觀念、手段和策略正以驚人的速度向國人走來,並日益深刻地影響著國內通信市場。

資產重組後的電信企業由於無線尋呼的剝離,郵政與電信的分營,移動公司的獨立,實力受到了明顯的削弱,經營范圍與市場空間也隨之相應變得狹窄。而在我們電信企業整體實力削弱的同時,我們的競爭對手無論從數量還是從實力,都不再是以前那樣的弱小。我們對於通訊市場曾經有過的壟斷時代已成為「昨日黃花」,電信市場不再有「巨無霸」的存在,代之而起的是諸侯割據群雄逐鹿。同時經歷了這幾年電信市場的長足發展,郵電通信能力和技術水平飛速提高,郵電通信不再是影響國民經濟發展的瓶頸部門。從總體上說,通信能力與市場需求相比已經不再是短缺。更為嚴重的是,在國內需求普遍疲軟的情況下,WTO正一步步向我們走來,我們未來的競爭對手將比現在可怕上不只十倍百倍。

因而,在目前市場相對飽和的情況下,「加快發展,千方百計滿足用戶需要」,已經不應再成為我們電信企業的宣傳口號和行動指南。面對日益壯大的競爭對手和相對狹小的空間,如果僅僅立足於用戶需要的滿足,我們將失去現有的市場。我們必須清醒地認識到:市場營銷才是企業的首要任務。這既是企業工作的起點,又是企業工作的終點。沒有市場營銷企業就無法生存。「先有市場後有產品」之所以成為近幾年企業界流行的經營方針即緣於此。由此可見,市場營銷是企業發展的必由之路,強化營銷,發現需求,選擇市場需求是企業的第一任務,是關系企業生存發展的大事。因而,我們當前的任務當是創造市場,製造需求,引導消費,唯如此,我們電信企業方會在市場競爭中立於不敗之地。

二、電信企業行業特點與營銷重點

電信企業從屬服務行業,因而我們必須從服務行業的特點出發,制定出符合行業特徵的市場營銷方案。「服務是一方能夠向另一方提供的基本上是無形的任何功效或利益,並且不導致任何所有權的產生。它的生產可能與某種有形產品密切聯系在一起,也可能毫無聯系」。這就決定了電信企業具有如下行業特點:

(一)不可觸摸性

服務是無形的。與有形產品不同,服務在被購買以前是看不見、品味不到,摸不著、聽不到或嗅不出的。而購買者為減少這種不可觸摸性所帶來的不確定性,他們必然會尋求服務質量的標志或證據。他們將從看到的地方、人員、設備、溝通資料、象徵和價格等方面,作出服務質量的判斷。

因此,服務提供者的任務是「經營證據」、「化無形為有形」。產品營銷者受到的挑戰是要求他們增加抽象觀念,而服務營銷者受到的挑戰則是要求他們在其抽象供應上增加有形證據。

如果我們想使我們的企業看起來服務快速和有效,就要中以試用以下幾種工具使這種定位策略有形化。

1、場所電信的有形環境必須暗示出快速和有效的服務。企業的外部和內部設計要做到整潔明快,對辦公桌子的擺設和人行通道應進行認真設計規劃,從外觀上看,等持接持的顧客所排隊伍不應過長,應有足夠的坐位給正在辦理業務的顧客。

2、人員全體工作人員應當是忙碌的。他們應當做到衣著得體統一,並佩戴統一標志如工牌,並在始終保持微笑服務的同時做到來有迎聲,去有送語。

3、溝通資料溝通資料應能表明高效率,宣傳小冊子應做到印刷清晰,層次分明,圖片也應經過認真選擇。

4、象徵即企業的標志,如電信的徽記。

5、價格各種服務價格要能始終保持簡單明了。

(二)不可分離性

服務的生產與消費二者一般而方是同時進行的。這與有形物品的情況不同,後者是被製造出來的,先投入存儲,隨後銷售,最後被消費。如果服務是由人提供的,那麼這個人就是服務的一部分。因為當服務正在生產時顧客也在場,提供者和顧客相互作用,是服務營銷的一個特徵,提供者和顧客兩者對服務的結果都有影響。

(三)可變性

服務具有極大的可變性。因為服務取決於由誰來提供以及在何時、何地提供。對服務質量的控制可採取兩個步驟:第一步,投資於挑選優秀的工作人員並進行培訓。對服務提供者進行培訓,使其對顧客出現的各種情況都能做出適當反應,從而減少服務的可變性;第二步,通過顧客建議和投訴系統,顧客調查和對比購買,追蹤了解顧客的滿意情況。這樣,質量較差的服務便可被察覺出來並得以更正。

(四)易消失性

服務不具有可貯藏性。不可能事先生產出服務留待以後消費。它的生產過程本身就是消費的過程,因而極易消失。

由於服務性企業具有以上特點,因而服務性企業如果只用傳統的市場營銷方法來經營勢必困難。在服務性企業中,顧客面對著服務質量不太穩定和較多變化的服務者,服務結果不僅受服務提供者的影響,而且受「不公開的」生產過程的影響。因而服務性企業的營銷不僅需要傳統的市場營銷,而且還要插入其他兩種市場營銷,即內部市場營銷和交互作用的市場營銷。

內部市場營銷,意指服務公司必須對直接接待顧客的人員以及所有輔助服務人員進行培養和激勵,使其通力合作,以便使顧客滿意。市場營銷部門可能做的最大貢獻應是:「特別善於促使機構的其他部門每個人都實行市場營銷。」(貝利語)

交互作用市場營銷,意指感知的服務質量在很大程度上取決於買者和賣者之間交互工作用的質量。在產品營銷中,產品質量與如何被取得的方式之間毫無聯系,但是在服務營銷中,服務質量則是同服務供應者混為一體的。顧客評價服務質量,不僅依據其技術質量,而且依據其職能質量。因此,專業人員必須掌握交互作用市場營銷的技巧。

相對於傳統營銷而方,內部市場營銷與交互作用的市場營銷共同構成現代市場營銷———全員營銷。亦即市場營銷的重點就是全員營銷。
三、全員營銷的營銷策略

全員營銷不僅包括營銷手段的整體性,還包括營銷主體的整體性及營銷戰略的整體性。傳統的營銷是以生產者為中心,以產品售出為目的,而現代營銷是以顧客為中心,以顧客滿意為目標,所要達到的最終目的如日本豐田公司的經理在推出凌志汽車時所說:「我們不應僅滿足於顧客滿意,我們的最終目的是使顧客愉悅」。

怎樣才能做到這一點呢?這就要求我樣牢固樹立「企業以市場營銷為核心,市場營銷以顧客滿意為核心」的觀念,將產品開發、技術改造、結構調整、生產管理、內部改革、資本運營等工作統一到服務和服從於市場這個中心上來,把搞好市場營銷放在一切經營活動的第一位,以市場營銷部門為中心,管理、生產、後勤部門以顧客滿意為目標向市場營銷部門提供服務。亦即搞好對外營銷必須先搞好對內營銷。某家旅遊公司曾提出過這樣的口號「員工第一、顧客第二」,其含義並非是不重視顧客,而是將員工列為第一的目的在於使企業員工滿意,以嶄新的面貌迎接顧客,從而實現顧客的滿意。在樹立「員工第一」思想的同時牢固樹立「前一部門是後一部門的顧客」的思想,從而最大限度的激活內部市場營銷。

全員營銷的一個很明顯的特徵就是:每道工序、每個員工與顧客都處於同一個不可分割的價值鏈,每個員工的工作都與顧客密切相關,只不過越靠近顧客的對顧客的影響越大。作為電信企業僅局限於對外的窗口,更不能僅僅局限於營業廳,我們以前抓服務的重點放在營業廳,而忽視了對另一些主要的服務群體如機線人員的管理。對於電信企業而言,機線人員服務的好壞對我們企業經營的影響更為直觀。而在我們以前的實際工作當中,只是狠抓營業員的服務,而忽視了機線人員的規范化服務,導致我們的機線人員不象是國有企業的員工,反倒象是農村的個體包工隊,極大地影響了我們的聲譽。全員營銷應注重這些重要環節,不允許出現任何細徽的漏洞。

全員營銷的另一個前提是員工整體素質的提高。這就要求我們的員工不僅要精通自己分管的業務,對於我們電信企業所有的業務都應有全面的了解。威海電信局曾經實行過「首問負責制」,意即每個員工在接聽客戶的電話,為客戶提供咨詢服務時,不應回答「不知道」,而應負責到底,為客戶咨詢有關部門,給予客戶滿意的答復。這種做法雖然比以前有所進步,但弊端在於浪費了客戶的時間,降低了客戶的滿意度。請設想一下,如果我們每一個員工對每個問題都能對答如流,對每項業務都能如數家珍,這對我們的企業發展將會起到多大的推動作用。因而,從一線員工到支撐系統員工,不但要有全心全意為客戶服務的覺悟,還要有過硬的服務本領。加強全體員工的技能培訓,使其不僅知其然,而知其所以然,為客戶提供高質量的服務。

全員營銷還需要提供相應的技術支持,提高服務的技術層次。體現服務水平的還有服務技術、服務手段。不僅包括服務手段的技術化,還包括通信能力的提高和通信手段的增多。藉助高科技手段,實現服務層次的飛躍。如計算機的普及,使收費速度大大提高;聯網收費,使客戶體會網多面廣的優勢;產品的更新換代,滿足不同層次消費群體的消費需求。

由於全員營銷具有上述特徵,因而在實際操作中,與傳統營銷手段並用,將會取得事半功倍的效果。

四、摒棄傳統廣告宣傳,建設全新企業文化

服務性企業較之製造企業在營銷方面有許多不足,根據美國喬治和邁爾克斯德爾的調查,可以得出以下結論:(1)一般來說市場營銷部門較少可能實行市場營銷組合活動;(2)在提供服務區域較少可能進行市場營銷分析;(3)很可能在內部處理自己的廣告而不是求助於外部的廣告社;(4)較少可能制定全面的銷售計劃;(5)較少可能制定和實施銷售培訓方案;(6)較少可能利用營銷研究公司和營銷顧問;(7)如用銷售總額百分比表示用於市場營銷上的費用,在這方面則有可能花費更少。

作為曾經是國家壟斷經營的電信企業,其實際營銷手段比以上的論述更差。作為「官商」,我們曾經信奉的教條是「皇帝女兒不愁嫁」,作為「瓶頸部門」,我們曾級「酒好不怕巷子深」,這些陳規陋習導致我們在向市場經濟轉向的同時,不可避免地留有尚未褪化完全的計劃經濟的胎記。我們很多電信企業的廣告僅僅做在家門口,做在營業廳里,我們在電視電台報紙所做的也僅僅是乾巴巴的條文廣告。廣告這一引導消費的手段居然墮落到「顧客須知」的地步,廣告魅力在我們那種做了也白做的論調中消失殆盡。我們所做的廣告僅僅向人們表明我們做過廣告。值得慶幸的是,我們有些經營者發現了這些問題。雖然我們欠缺國際商業巨頭的大手筆,但我們絕對不能喪失商海博激的信心和勇氣。一些電信企業的經驗很值得我們推廣:如在不同時間,針對不同的消費群體實行了不同的廣告宣傳,收到了較好的社會效益和經濟效益。但在我們所有廣告宣傳中,缺少最根本的主題———企業文化的宣傳。

企業文化包括在長期生產過程中形成的經營思想、管理方式、群體意識和行為規范。它貫穿於企業發展道路、生產業務、經營管理以及職工思想政治、文化修養、業務技術素質的方方面面。高水平的質量服務文化,才能創出優質的服務,創優質服務又有力地推進企業的質量服務文化建設。眾所周知,海爾公司在兼並紅星電器廠時,僅派駐了幾個管理人員,就使紅星廠由虧損幾千萬的企業5個月內扭虧,他們憑借的是海爾品牌、海爾企業文化的灌輸。由此可見,企業文化對於一個企業而方,無疑是企業魂。

因而我們在使用傳統的廣告營銷手段的同時,應側重於企業文化的建設與宣傳,學會利用各種媒體樹立我們的形象。如我們可以對社會有影響的群體實行優惠政策,藉以提高我們的知名度;積極參與公益活動,樹立良好的企業形象。這種投入與產出的比肯定會優於廣告的效果。同時注重企業的文化建設,弘揚企業,創企業品牌,求名牌效益,力爭取得經濟效益的同時獲得良好的社會效益。

五、價格手段,不可多用,不能濫用

價格大戰一直是企業界慣用的營銷手續。曾幾何時,價格成為我們企業的制勝法寶,推銷產品的不二法門。彷彿祭起價格這個大旗,就可以戰無不勝,所向披靡。但我們的消費者正一步步走向成熟,他們不再滿足於小幅度的降價手段,最終結果導致價格戰的惡性循環。近幾年較為有名的是全國的彩電價格大戰,造成全國彩電行業至少53億的損失。「城門失火,殃及池魚」,彩電大戰導致了今年上半年的彩管行業的全面停產,彩管行業只能用減少供應量祈求價格的回升。在我們通訊市場,同樣是烽煙四起,價格戰的最終結果是「鷸蚌相爭,漁夫得利」,這里的漁夫並不是指由於降價而得到實惠的消費者,而是指國際上那些圓睜雙眼,緊盯我們這塊世界上最大的尚未開放的通訊市場的通訊業的巨頭們。我們原本就不足以與之抗衡,我們本應該聯手與之競爭,而我們採取的價格戰無疑將自己的市場廉價出售給了他們。當然價格戰並非一無是處,通過價格大戰,可以做到優勝劣汰,導致市場資源的重新配置,並由此鍛煉我們的企業抗風浪的能力。但是價格手段畢竟是雙刃劍,此應不可多用,更不能濫用。而應該配合企業社會形象的樹立,針對特殊群體採取價格攻勢;同時價格不能一降再降,那樣會使顧客有了等待心理,反而更糟。

六、拓寬經營范圍,實行差別化服務

當價格戰與鋪天蓋地的廣告刺激不了消費時,我們應該拓寬經營范圍,實行差別化管理。但是要想做到將我們的服務與競爭者的服務區別開來是件十分困難的事。經營范圍的縮小,競爭對手的增多,使得價格競爭愈演愈烈,許多顧客對產品的要求不多,只要省錢就行。由此可見,只要顧客認為服務的差別不大,他們對提供關心程度便會小於對價格的關心。解決價格競爭的辦法是發展差別供應和建立差別形象,提高顧客的滿意度。因為一個滿意的顧客對價格的關心程度低於對提供服務者的關心程度,同時一個滿意的顧客較為容易的接受開展的新業務,而且對我們電信企業的成本而言,發展一個新顧客遠比吸引一個老顧客的費用高。因而我們電信企業應憑借自己的資源優勢實行差別化服務管理。

這種差別化服務管理具有兩層意思,其一為本企業與外企業的不同,使顧客能明確我們所提供的服務為別人所無法提供的。這一點可以配合企業的文化建設進行。其工作重點應側重於經營范圍的拓展,讓我們的服務永遠走在別人的前面。其二對不同的顧客採取不同的營銷策略。

經營范圍的拓展,不僅包括外延的拓展,還包括內涵的拓展;不僅僅是量的增加,還包括質的提高。同時細分市場,做到有的放矢。比如對學生較為集中的地區,實行免費裝機發售電話卡刺激消費;對於消費層次不高的人應教會他們使用程式控制電話的多項功能,如「呼叫等待」、「轉移呼叫」等,提高通話率;對於消費層次較高的人應大力宣傳「一線通」等先進業務;對於大用戶(主要指那些群體數量少但業務量比重大的用戶)建立大戶室,設立大用戶檔案,甚至於採取青島局的辦法:為大用戶設立「綠色通道」,特事特辦,使大戶業務穩中有升,同時推出新業務後率先向他演示,從而引導消費。

總之,在我們電信企業的市場營銷工作中,要以現代營銷觀念為主,以傳統營銷觀念為輔;以全員營銷思想為主導,突出營銷部門的地位;淡化廣告宣傳效應,重視企業文化建設;忽略價格杠桿功能,嚴格差別化服務管理;立足現有市場,創造消費需求;以先進的營銷理念武裝我們的頭腦,使我們電信企業在未來的競爭中永立潮頭,勇往直前。

⑷ 市場營銷專業參考文獻

市場營銷專業參考文獻

導語：市場營銷，又稱為市場學、市場行銷或行銷學，是指個人或者企業通過交易其創造的產品或價值，從而實現雙贏或多贏的過程。下面是我分享的市場營銷專業的參考文獻，歡迎閱讀!

市場營銷專業參考文獻1

[1][美]沃倫.基根.全球營銷管理[M].北京:清華大學出版社,1997年版.

[2][美]菲力浦.科特勒.市場營銷管理[M]..北京:中國人民大學出版社,996年版.

[3]屈雲波.品牌營銷[M]..北京:.企業管理出版社,1996年版.

[4]李弘,董大海.市場營銷[M].大連:大工出版社,.2000年版.

[5]京華企業咨詢公司(編).品牌巨匠[M].北京:今日中國出版社,1996年版.

[6]湯正如.市場營銷學教學[M]..沈陽:遼寧大學出版社,1993年版.

[7]京華企業咨詢公司(編).品牌巨匠[M].北京:今日中國出版社,1996年版.

[8].朱方明.品牌促銷[M].北京:中國經濟出版社,1998年版.

[9]吳憲和.營銷形象策劃[M].上海:上海財經大學出版社,1998年版.

[10]晃鋼令.營銷戰略策劃[M].上海:上海財經大學出版社,1998年版.

[11]朱方明.品牌促銷[M].北京:中國經濟出版社,1998年版.

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[2]袁滿.電力營銷面臨的問題及發展對策探析[J].電子世界,2012(9).

[3]石群芳.淺談電力市場營銷的新理念及策略[J].科技風,2010(9).

[4]何德浩.有關電力營銷管理創新策略的探討[J].中小企業管理與科技(上旬刊),2009(10).

[5]牛文琪,沈建紅.市場營銷(電力方向)專業實踐教學體系建設研究[J].中國電力教育,2009(8).

[6]謝俊.農村電力市場分析及營銷措施[J].大科技:科技天地,2011(21):171~172.

[7]謝峰.論國有企業電力市場開發及營銷策略[J].企業家天地月刊,2012(06):90~92.

[8]程斌.電力市場開發及營銷思路構架分析[J].中國高新技術企業,2014(30):7~9.

[9]張鵬.分析電力市場營銷的特點與組合策略.中華民居,2013(1).

[10]曹定軍.電力市場營銷特點及組合策略分析.中國新技術新產品,2012(12).

[11]梁裕琪.電力市場營銷理念及策略分析.中國電力教育,2012(36).

[12]張健.對中高職課程有機銜接的.思考[J].教育與職業,2012,2

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[1] 包敦安,司千字,程紹武. 家電企業營銷渠道的現狀、發展趨勢及生產廠商的對策[J]. 企業經濟,2008(07):62-64

[2] 葉萍. 我國家電行業營銷渠道模式的變革[J]. 天津市職工現代企業管理學學報,2007(06):25-26

[3] 王國才,王希鳳,龔國華. 家電企業分銷渠道優化策略研究[J]. 商業研究,2008(16):71-73

[4] 艾略特,艾伯格著. 4R營銷[M]. 企業管理出版社,2003:12

[5] 賈麗博. 「格力渠道模式」戰略分析與對策[J]. 北京市財貿管理幹部學院學報,2007(04):40-43

[6] 向學鋒. 創新營銷五模式[M].海洋出版社,2002

[7] 向海清,何璐,許勇. 中國家電分銷模式比較[J]. 銷售與市場,2008(12):34-36

[8] 白文宇,李曉華. 海爾集團營銷渠道策略分析[J]. 經濟師,2007(03):182-184

[9] Coughan, Anne T, Stem, Louls w, EI-ansary, Adel Li. Marketing channels [M]. Prentice Hall, Inc, 2008.

[10] Steth, Jagdish N, Garder, David M. Marketing Theroy: Evalution[M]. Joho Wiley and Sons, Ine, 1988

[11] Philip Kotier. Marketing Managemeni[M]. 10th, Prentice Hall, Inc, 2006.

[12] 張富祿. 解讀整合營銷[J]. 市場營銷,2009

[13] 韓德昌. 市場營銷理論與實務[M]. 天津大學出版社,2007

[14] 趙國柱. 當代市場營銷學[M]. 浙江大學出版社,2006

[15] 張美霞. 銷售模擬與預測方法[J]

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[2](美)杜塞爾.麥肯錫方法[M].北京:機械工業出版社,2010.

[3][美]PhilipKotler,GaryArmstrong.PrinciplesofMarketing(9hEdition)[M].北京:清華大學出版社,2002:128-162.

[4][美]邁克.波特.競爭戰略[M].北京:華夏出版社,1997:33-60.

[5]菲利普.科特勒,阿姆斯特朗.市場營銷學[M].北京:清華大學出版社,2012:3.

[6]羅伯特.肖有效營銷[M].北京:中信出版社,2004:5.

[7][美]傑恩.巴尼著.王俊傑,楊彬等譯.獲得與保持競爭優勢(第2版)[M].北京:機械工業出版社,2013

[8][美]科特勒著,高登第譯.科特勒營銷策略[M].北京:中信出版社,2011

[9]斯蒂芬.羅賓斯著,黃衛偉等譯.管理學[M].北京:中國人民大學出版社,1997.

[10]薩布哈什.傑恩.市場營銷策劃與戰略[M].北京:中信出版社,2009.

[11]張建華.十六大以後關注面臨的首要問題[M].北京:經濟日報:2011:74-82

[12]楊慧.市場營銷學[M].北京:中國社會科學出版社,2011.

[13]晃鋼令.市場營銷學[M].上海:上海財經大學出版社,2003.

[14]何永祺,張傳忠,蔡新春.市場營銷學[M].遼寧:東北財經大學出版社,2007:358-363

[15]牛克洪.山東省管煤炭企業核心競爭力分析與評價體系研究[J].煤炭企業,2010,(8).

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[17]蘇大華.淺談煤炭市場營銷策略[J].內江科技,2008,(03).

[18]趙文生.鐵煤集團煤炭營銷策略分析[J].中國煤炭,2009,32(05).

[19]劉東生.構建與實施煤炭關系營銷戰略的研究[J].華北科技學院學報,2007,33(02).

[20]嵇建新.煤炭企業營銷策略[J].合作經濟與科技,2009,(13).

[21]董秀英.淺談煤炭企業營銷渠道管理[J].集團經濟研究,2011(193):160.

[22]呂文培.打造以和諧共贏為特色的煤炭營銷文化[J].中國煤炭,2011(2):112-114.

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[24]江德,錢伯民.淺談煤炭企業的營銷策略[J].煤炭經濟研究,2005(11):80.

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[29]JagdishNSheth.Marketingproctivity:IssuesandAnalysis.JournalofBusinessResearch.NewYork.May2002,2-30.

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⑸ 急求關於市場營銷或則房地產相關的英文論文

Marketing is an integrated communications-based process through which indivials and communities discover that existing and newly-identified needs and wants may be satisfied by the procts and services of others.

Marketing is defined by the American Marketing Association as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. [1] The term developed from the original meaning which referred literally to going to market, as in shopping, or going to a market to buy or sell goods or services.

Marketing practice tends to be seen as a creative instry, which includes advertising, distribution and selling. It is also concerned with anticipating the customers' future needs and wants, which are often discovered through market research. Seen from a systems point of view, sales process engineering views marketing as a set of processes that are interconnected and interdependent with other functions[2], whose methods can be improved using a variety of relatively new approaches.

Marketing is influenced by many of the social sciences, particularly psychology, sociology, and economics. Anthropology and neuroscience are also small but growing influences. Market research underpins these activities. Through advertising, it is also related to many of the creative arts. The marketing literature is also infamous for re-inventing itself and its vocabulary according to the times and the culture.

Contents [hide]
1 Four Ps
2 Proct
2.1 Branding
3 Marketing communications
3.1 Advertising
3.1.1 Functions and advantages of successful advertising
3.1.2 Objectives
3.1.3 Requirements of a good advertisement
3.1.4 Eight steps in an advertising campaign
3.2 Personal sales
3.3 Sales promotion
3.4 Marketing Public Relations (MPR)
4 Customer focus
5 Proct focus
6 Areas of marketing specialization
7 See also
8 Related lists
9 References
10 Further reading
11 External links

[edit] Four Ps
Main article: Marketing mix
In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a 「Marketing Mix」. Professor E. Jerome McCarthy, also at the Harvard Business School in the early 1960s, suggested that the Marketing Mix contained 4 elements: proct, price, place and promotion.

Proct: The proct aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-user's needs and wants. The scope of a proct generally includes supporting elements such as warranties, guarantees, and support.
Pricing: This refers to the process of setting a price for a proct, including discounts. The price need not be monetary; it can simply be what is exchanged for the proct or services, e.g. time, energy, or attention. Methods of setting prices optimally are in the domain of pricing science.
Placement (or distribution): refers to how the proct gets to the customer; for example, point-of-sale placement or retailing. This third P has also sometimes been called Place, referring to the channel by which a proct or service is sold (e.g. online vs. retail), which geographic region or instry, to which segment (young alts, families, business people), etc. also referring to how the environment in which the proct is sold in can affect sales.
Promotion: This includes advertising, sales promotion, publicity, and personal selling. Branding refers to the various methods of promoting the proct, brand, or company.
These four elements are often referred to as the marketing mix,[3] which a marketer can use to craft a marketing plan.

The four Ps model is most useful when marketing low value consumer procts. Instrial procts, services, high value consumer procts require adjustments to this model. Services marketing must account for the unique nature of services.

Instrial or B2B marketing must account for the long term contractual agreements that are typical in supply chain transactions. Relationship marketing attempts to do this by looking at marketing from a long term relationship perspective rather than indivial transactions.

As a counter to this, Morgan, in Riding the Waves of Change (Jossey-Bass, 1988), suggests that one of the greatest limitations of the 4 Ps approach "is that it unconsciously emphasizes the inside–out view (looking from the company outwards), whereas the essence of marketing should be the outside–in approach".

[edit] Proct
Main article: New Proct Development

[edit] Branding
Main article: Brand
A brand is a name, term, design, symbol, or other feature that distinguishes procts and services from competitive offerings. A brand represents the consumers' experience with an organization, proct, or service. A brand is more than a name, design or symbol. Brand reflects personality of the company which is organizational culture.

A brand has also been defined as an identifiable entity that makes a specific value based on promises made and kept either actively or passively.

Branding means creating reference of certain procts in mind.

Co-branding involves marketing activity involving two or more procts.

[edit] Marketing communications
Marketing communications breaks down the strategies involved with marketing messages into categories based on the goals of each message. There are distinct stages in converting strangers to customers that govern the communication medium that should be used.

[edit] Advertising
Paid form of public presentation and expressive promotion of ideas
Aimed at masses
Manufacturer may determine what goes into advertisement
Pervasive and impersonal medium

[edit] Functions and advantages of successful advertising
Task of the salesman made easier
Maximize sales
Publicity
Brand building
Create awareness
Persuade buyers
Introction of new proct
Enable market leadership
To face competition
To inform changes
To counteract to competitors advertisement
To enhance goodwill

[edit] Objectives
Maintain demand for well-known goods
Introce new and unknown goods
Increase demand for well-known goods/procts/services

[edit] Requirements of a good advertisement
The AIDA principle. Attention, Interest, Desire and Action

Attract attention (awareness)
Stimulate interest
Create a desire
Bring about action (to buy the proct)

[edit] Eight steps in an advertising campaign
Market research
Setting out aims
Budgeting
Choice of media (television, newspaper/magazines, radio, web, outdoor)
Choice of actors and players (New Trend)
Design and wording
Co-ordination
Test results

[edit] Personal sales
Oral presentation given by a salesperson who approaches indivials or a group of potential customers:

Live, interactive relationship
Personal interest
Attention and response
Interesting presentation
Clear and thorough.

[edit] Sales promotion
Short-term incentives to encourage buying of procts:

Instant appeal
Anxiety to sell
An example is coupons or a sale. People are given an incentive to buy, but this does not build customer loyalty or encourage future repeat buys. A major drawback of sales promotion is that it is easily copied by competition. It cannot be used as a sustainable source of differentiation.

[edit] Marketing Public Relations (MPR)
Stimulation of demand through press release giving a favourable report to a proct
Higher degree of credibility
Effectively news
Boosts enterprise's image

[edit] Customer focus
Many companies today have a customer focus (or market orientation). This implies that the company focuses its activities and procts on consumer demands. Generally there are three ways of doing this: the customer-driven approach, the sense of identifying market changes and the proct innovation approach.

In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the proct itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no point spending R&D funds developing procts that people will not buy. History attests to many procts that were commercial failures in spite of being technological breakthroughs.[4]

A formal approach to this customer-focused marketing is known as SIVA[5] (Solution, Information, Value, Access). This system is basically the four Ps renamed and reworded to provide a customer focus.

The SIVA Model provides a demand/customer centric version alternative to the well-known 4Ps supply side model (proct, price, place, promotion) of marketing management.

Proct → Solution
Promotion → Information
Price → Value
Placement → Access

The four elements of the SIVA model are:

Solution: How appropriate is the solution to the customer's problem/need?
Information: Does the customer know about the solution? If so, how and from whom do they know enough to let them make a buying decision?
Value: Does the customer know the value of the transaction, what it will cost, what are the benefits, what might they have to sacrifice, what will be their reward?
Access: Where can the customer find the solution? How easily/locally/remotely can they buy it and take delivery?
This model was proposed by Chekitan Dev and Don Schultz in the Marketing Management Journal of the American Marketing Association, and presented by them in Market Leader, the journal of the Marketing Society in the UK.

[edit] Proct focus
In a proct innovation approach, the company pursues proct innovation, then tries to develop a market for the proct. Proct innovation drives the process and marketing research is concted primarily to ensure that profitable market segment(s) exist for the innovation. The rationale is that customers may not know what options will be available to them in the future so we should not expect them to tell us what they will buy in the future. However, marketers can aggressively over-pursue proct innovation and try to overcapitalize on a niche. When pursuing a proct innovation approach, marketers must ensure that they have a varied and multi-tiered approach to proct innovation. It is claimed that if Thomas Edison depended on marketing research he would have proced larger candles rather than inventing light bulbs. Many firms, such as research and development focused companies, successfully focus on proct innovation. Many purists doubt whether this is really a form of marketing orientation at all, because of the ex post status of consumer research. Some even question whether it is marketing.

An emerging area of study and practice concerns internal marketing, or how employees are trained and managed to deliver the brand in a way that positively impacts the acquisition and retention of customers (employer branding).
Diffusion of innovations research explores how and why people adopt new procts, services and ideas.
A relatively new form of marketing uses the Internet and is called Internet marketing or more generally e-marketing, affiliate marketing, desktop advertising or online marketing. It tries to perfect the segmentation strategy used in traditional marketing. It targets its audience more precisely, and is sometimes called personalized marketing or one-to-one marketing.
With consumers' eroding attention span and willingness to give time to advertising messages, marketers are turning to forms of permission marketing such as branded content, custom media and reality marketing.
The use of herd behavior in marketing.
The Economist reported a recent conference in Rome on the subject of the simulation of adaptive human behavior.[6] It shared mechanisms to increase impulse buying and get people "to buy more by playing on the herd instinct." The basic idea is that people will buy more of procts that are seen to be popular, and several feedback mechanisms to get proct popularity information to consumers are mentioned, including smart-cart technology and the use of Radio Frequency Identification Tag technology. A "swarm-moves" model was introced by a Princeton researcher, which is appealing to supermarkets because it can "increase sales without the need to give people discounts." Large retailers Wal-Mart in the United States and Tesco in Britain plan to test the technology in spring 2007 .
Marketing is also used to promote business' procts and is a great way to promote the business.

Other recent studies on the "power of social influence" include an "artificial music market in which some 14,000 people downloaded previously unknown songs" (Columbia University, New York); a Japanese chain of convenience stores which orders its procts based on "sales data from department stores and research companies;" a Massachusetts company exploiting knowledge of social networking to improve sales; and online retailers who are increasingly informing consumers about "which procts are popular with like-minded consumers" (e.g., Amazon, eBay).

⑹ 求一篇 旅遊市場營銷的英文文獻 高分

1.Phillip. Kotler: "Marketing Management", Shanghai People's Publishing House 2003
2. Ji: "Marketing Guide", published by Renmin University of China, 1989
3. Michael. Porter: "competitive advantage", Huaxia Publishing House 2001
4. Hoang steel made: "Marketing", the Shanghai Financial Publishing 2003
5. Tai Wang: "Marketing in China", Guangzhou Publishing House, 2001 Edition
6. Lan Ling, editor-in-chief "of Marketing", the Central Radio and Television University Press
7. Wu and: "Marketing", Shanghai University of Finance and Economics Publishing House 2002
8.song xiaomin: "marketing case examples and analysis," Wuhan University Press, 1992
9.qu yunbo: "marketing strategy planning," China Business Press, 1994
10. Mr Chan Kin-ping, such as: "Planning and design planning book" The Chinese People's University Press .2002
11. Li: "planning Wang," Capital University of Economics Press, 1997
12.kotler ,Armstrong Principles of Marketing (9th ed),prentice-Hall,inc,2001

13. Philip Kotler Marketing Management (10th ed), prentice-Hall,inc,2000

14. Payne,A.chritopher,M.and Peck,H.(1998)Relationship Mketing For

Competitive.Oxford,CIM/Butterworth－Heinemaan.

15. Perreault,McCarthy.Basic Marketing (12th ed),Richard D Irwin 1996

16. Warren J.Keegan.Global Marketing Management (5th ed) prentice-Hall,inc,1995

17. Valued Prct Attributes in an Emerging Market-A Comparison Between French and Malaysian Consumers

18. Executive Insights-Global Marketing Management-at the Dawn of the New Millennium

19. Global standardization as a success formula for marketing in central eastern Europe

20. Heterogeneity of regional trading blocs and global marketing strategies

21.

22. Lessons for pan-European marketing
1.Phillip 。科特勒： 「營銷管理」 ，上海人民出版社2003年
2 。姬： 「市場營銷指南」 ，出版了中國人民大學， 1989年
3 。邁克爾。波特： 「競爭優勢」 ，華夏出版社2001年
4 。黃鋼： 「市場營銷」 ，上海財經出版社2003年
5 。邰窪嗯： 「市場營銷在中國」 ，廣州出版社， 2001年版
6 。蘭陵，主編「市場營銷」 ，中央廣播電視大學出版社
7 。吳： 「市場營銷」 ，上海財經大學出版社2002年
8.song筱敏： 「市場營銷案例分析」 ，武漢大學出版社， 1992
9.qu雲波： 「營銷戰略規劃， 」中國商務出版社， 1994年
10 。陳建平，如： 「規劃和設計規劃出版的」中國人民大學出版社0.2002
11 。李： 「規劃王， 」資本經濟大學出版社， 1997年
12.kotler ，阿姆斯特朗市場營銷原理（第9版） ，普倫蒂斯大廳，公司， 2001年

13 。菲利普科特勒營銷管理（第10版） ，普倫蒂斯大廳，公司， 2000年

14 。佩恩， A.chritopher ， M.and派克閣下（ 1998年）的關系Mketing

Competitive.Oxford ，計算機集成製造/布特沃斯- Heinemaan 。

15 。 Perreault ， McCarthy.Basic營銷（第12版） ， 1996年理查德歐文

16 。沃倫J.Keegan.Global營銷管理（第5版）普倫蒂斯大廳，公司， 1995年

17 。策劃的價值屬性的新興市場，比較法國和馬來西亞的消費者

18 。執行Insights的全球市場營銷管理，在新千年來臨之際

19 。全球標准化是一個成功的公式營銷中東歐

20 。異質性的區域貿易集團和全球市場營銷戰略

21 。

22 。教訓泛歐市場

⑺ 急需外國人寫的關於醫葯市場的文獻三篇

參考文獻
1、醫葯市場營銷學，彭智海、湯少梁主編，科學出版社，2004年8月第1版。
2、市場營銷學，吳健安主編，高等教育出版社，2004年2月第2版。
3、全球營銷，喬尼．約翰遜著，中國時政經濟出版社，2004年5月第1版。
4、關系營銷，阿德里安．佩恩等編著，中信出版社，2001年12月。
5、市場營銷網路，邁克爾．J．貝克，遼寧教育出版社，1998年9月第1版。
6、專業服務營銷，菲利普．科特勒等著，2003年8月第1版。
7、中國營銷25年，何佳訊，盧泰宏著，華夏出版社，2004年9餘第1版。
8、市場營銷學案例，萬後芬等主編，高等教育出版社，2003年12月第1版。
9、營銷管理，菲利普（11版）。科特勒著，上海人民出版社，2003年10月第1版。
10、市場營銷學，呂一林主編，科學出版社，2005年8月第1版。
11、醫葯營銷案例點評，侯勝田，中國醫葯科技出版社，2007年1月。
12、醫葯營銷產品經理實務——上官醫葯企業管理咨詢叢書，上官萬平，上海交通大學出版社，2006年7月。
13、醫葯市場營銷學，顧海，人民衛生出版社，2006年6月。
14、醫葯營銷：觀察與思考，張平淡，艾鳳儀，中國經濟出版社，2008年1月。
15、挑戰與決策醫葯營銷突圍，李野新，清華大學出版社，2007年7月。
16、醫葯營銷100戰-最佳制勝之道，何貫中，郝雨風，中國經濟出版社，2007年1月。

⑻ zara的市場營銷策略的英文文獻

這些都是國外網站上的，沒有中文翻譯的，看不懂的話試試翻譯器，查查字典什麼的，我要是給你翻譯怕誤導你。

Zara: Cool Clothes Now, Not Later

Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men』s fashions, again aimed at the stylish and youthful.

Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: 「I don』t know. I』ve never shopped at The Gap.」

Most U.S. young alts have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.

While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara』s growth plans, notably its expansion into the U.S. market.

Zara』s Marketing Strategy

Zara』s marketing strategy focuses on proct variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what』s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an instry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.

Zara』s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.

「These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,」 said Zara』s Toronto store manager. 「They could shop in a lot of other stores, so we have to make it worth their time to come here.」

This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store』s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara』s shelves. That makes it worth another visit.

Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, 「That would look really nice with a cowl collar,」 an employee can relay that information to Spain where managers decide whether or not to proce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the proct in front of the customer, undermining the speed-to-market and proct variety strategy.

The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion instry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970』s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara』s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.

「We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That』s why our customers come in often,」 the Toronto store manager said. 「We might get ten of one item and five of another. We』re constantly testing.」

The density of Zara』s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to proction and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the proction takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.

The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the proct-innovation strategy that is the heart of Zara』s marketing, and the importance of logistics in Zara』s marketing strategy is clear.

The Results and the Future

Zara』s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex』s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an instry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.

While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world』s most lucrative market.

Question 1 – Zara』s Business Model and Competitive Analysis

Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara』s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities proced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara』s current business model.

Zara』s Business Model
Zara』s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara』s fundamental concept is to maintain design, proction, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara』s operations.

Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their proction processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its proction processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and proce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.

Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is

⑼ 有誰知道關於市場營銷渠道研究的一些外文文獻求助！提供一些吧。

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[10] 張明毅. 關於市場營銷工作的幾點思考[J]. 煤炭經濟研究, 1999,(01)

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