『壹』 有外文參考文獻的沃爾瑪營銷策略的論文
一、選題
選題是論文寫作關鍵的第一步，直接關系論文的質量。常言說：「題好文一半」。對於臨床護理人員來說，選擇論文題目要注意以下幾點：（1）要結合學習與工作實際，根據自己所熟悉的專業和研究興趣，適當選擇有理論和實踐意義的課題；（2）論文寫作選題宜小不宜大，只要在學術的某一領域或某一點上，有自己的一得之見，或成功的經驗．或失敗的教訓，或新的觀點和認識，言之有物，讀之有益，就可以作為選題；（3）論文寫作選題時要查看文獻資料，既可了解別人對這個問題的研究達到什麼程度，也可以借鑒人家對這個問題的研究成果。
需要指出，論文寫作選題與論文的標題既有關系又不是一回事。標題是在選題基礎上擬定的，是選題的高度概括，但選題及寫作不應受標題的限制，有時在寫作過程中，選題未變，標題卻幾經修改變動。
二、設計
設計是在論文寫作選題確定之後，進一步提出問題並計劃出解決問題的初步方案，以便使科研和寫作順利進行。護理論文設計應包括以下幾方面：（1）專業設計：是根據選題的需要及現有的技術條件所提出的研究方案；（2）統計學設計：是運用衛生統計學的方法所提出的統計學處理方案，這種設計對含有實驗對比樣本的護理論文的寫作尤為重要；（3）寫作設計：是為擬定提綱與執筆寫作所考慮的初步方案。總之，設計是護理科研和論文寫作的藍圖，沒有「藍圖」就無法工作。
『貳』 有關沃爾瑪營銷策略論文的外文參考文獻
為了探討和掌握論文的寫作規律和特點，需要對論文進行分類。由於論文本身的內容和性質不同，研究領域、對象、方法、表現方式不同，因此，論文就有不同的分類方法。按內容性質和研究方法的不同可以把論文分為理論性論文、實驗性論文、描述性論文和設計性論文。另外還有一種綜合型的分類方法，即把論文分為專題型、論辯型、綜述型和綜合型四大類：
專題型
這是分析前人研究成果的基礎上，以直接論述的形式發表見解，從正面提出某學科中某一學術問題的一種論文。
論辯型
這是針對他人在某學科中某一學術問題的見解，憑借充分的論據，著重揭露其不足或錯誤之處，通過論辯形式來發表見解的一種論文。
綜述型
這是在歸納、總結前人或今人對某學科中某一學術問題已有研究成果的基礎上，加以介紹或評論，從而發表自己見解的一種論文。
綜合型
這是一種將綜述型和論辯型兩種形式有機結合起來寫成的一種論文。
學位申請者為申請學位而提出撰寫的學術論文叫學位論文。這種論文是考核申請者能否被授予學位的重要條件。學位申請者如果能通過規定的課程考試，而論文的審查和答辯合格，那麼就給予學位。如果說學位申請者的課程考試通過了，但論文在答辯時被評為不合格，那麼就不會授予他學位。有資格申請學位並為申請學位所寫的那篇畢業論文就稱為學位論文，學士學位論文。學士學位論文既是學位論文又是畢業論文。
學術論文是某一學術課題在實驗性、理論性或觀測性上具有新的科學研究成果或創新見解的知識和科學記錄；或是某種已知原理應用於實際中取得新進展的科學總結，用以提供學術會議上宣讀、交流或討論；或在學術刊物上發表；或作其他用途的書面文件。在社會科學領域，人們通常把表達科研成果的論文稱為學術論文。
『叄』 關於沃爾瑪超市營銷策略的外文文獻
沃爾瑪超市營銷策略的外文文獻如果不會 我來。
『肆』 誰能給我一篇關於營銷策略研究方面的英文文獻
外文文獻可以用你們圖書館的外文資料庫檢索, 如www.sciencedirect.com, www.springerlink.com
自己去找吧 學校裡面可以下載到回的！英文關鍵詞答可以利用www.iciba.com網站翻譯～
『伍』 求一篇和營銷策略有關的英文文獻，最好有原創翻譯的。
童鞋你好！
這個估計需要自己搜索了！
網上基本很難找到免費給你服務的！
我在這里給你點搜索國際上常用的外文資料庫：
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❶ISI web of knowledge Engineering Village2
❷Elsevier SDOL資料庫 IEEE/IEE(IEL)
❸EBSCOhost RSC英國皇家化學學會
❹ACM美國計算機學會 ASCE美國土木工程師學會
❺Springer電子期刊 WorldSciNet電子期刊全文庫
❻Nature周刊 NetLibrary電子圖書
❼ProQuest學位論文全文資料庫
❽國道外文專題資料庫 CALIS西文期刊目次資料庫
❾推薦使用ISI web of knowledge Engineering Village2
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中文翻譯得自己做了，實在不成就谷歌翻譯。
弄完之後，自己閱讀幾遍弄順了就成啦！
學校以及老師都不會看這個東西的！
外文翻譯不是論文的主要內容！
所以，很容易過去的！
祝你好運！
『陸』 求高手幫我下載萬方資料庫的一篇文章，關於汽車營銷策略，外文文獻，最好中英文都有，論文文獻翻譯部分。
查找外文文獻建議您到Pubmed 、ProQuest 、ScienceDirect、wiley這些外文綜合資料庫中搜索關鍵詞，然後查回看跟您所選方向較為接近答的文獻再進行翻譯。因為外文資料庫中是沒有中文對應翻譯的。而且這樣根據研究方向找出來的文獻才能更符合您自身的要求，也更具有參考價值。如果有文獻的題目我會幫您找找看
『柒』 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