『壹』 有一段论文简介需要翻译成英文。关于文化差异和国际市场营销的，万分感谢。（勿使用网络翻译词典）
As the nations of the world in their specific historical and geographical circumstances graally formed its own unique culture, when people from different cultural backgrounds interact, they will have differences, cultural differences also brought consumer attitudes and consumer behavior of different . These cultural differences affect consumer demand, also affect the consumer response before and after purchase. User to accept or reject a proct or service depends largely on the cognitive, emotional, behavioral and cultural factors, so companies must understand the market value of the consumer orientation, mastered the consumer's purchase psychology, the culture of the target market characteristics and thus the formation of consumer preferences, appropriate arrangements for the marketing mix, before being designated an effective marketing strategy.
International Business in the literature, misjudgment or ignore the cultural environment will cause a lot of mistakes and losses, those who attach importance to cultural differences, it will achieve marketing success. Therefore, research and analysis of cultural differences on the impact of international marketing to help companies successfully enter foreign markets, and even the ability to promote their own culture to the world.
『贰』 跪求翻译：我有一篇关于市场营销的英语论文，麻烦高手帮我翻译成汉语，我有200豆全给他。
很长的论文吗？ 一页左右我可以接受，但时间可能会长些。 我人工翻。
邮箱发在你留言版上了哦~~
『叁』 求一篇 旅游市场营销的英文文献 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： “营销管理” ，上海人民出版社2003年
2 。姬： “市场营销指南” ，出版了中国人民大学， 1989年
3 。迈克尔。波特： “竞争优势” ，华夏出版社2001年
4 。黄钢： “市场营销” ，上海财经出版社2003年
5 。邰洼嗯： “市场营销在中国” ，广州出版社， 2001年版
6 。兰陵，主编“市场营销” ，中央广播电视大学出版社
7 。吴： “市场营销” ，上海财经大学出版社2002年
8.song筱敏： “市场营销案例分析” ，武汉大学出版社， 1992
9.qu云波： “营销战略规划， ”中国商务出版社， 1994年
10 。陈建平，如： “规划和设计规划出版的”中国人民大学出版社0.2002
11 。李： “规划王， ”资本经济大学出版社， 1997年
12.kotler ，阿姆斯特朗市场营销原理（第9版） ，普伦蒂斯大厅，公司， 2001年
13 。菲利普科特勒营销管理（第10版） ，普伦蒂斯大厅，公司， 2000年
14 。佩恩， A.chritopher ， M.and派克阁下（ 1998年）的关系Mketing
Competitive.Oxford ，计算机集成制造/布特沃斯- Heinemaan 。
15 。 Perreault ， McCarthy.Basic营销（第12版） ， 1996年理查德欧文
16 。沃伦J.Keegan.Global营销管理（第5版）普伦蒂斯大厅，公司， 1995年
17 。策划的价值属性的新兴市场，比较法国和马来西亚的消费者
18 。执行Insights的全球市场营销管理，在新千年来临之际
19 。全球标准化是一个成功的公式营销中东欧
20 。异质性的区域贸易集团和全球市场营销战略
21 。
22 。教训泛欧市场
『肆』 如何写作英国市场营销专业毕业论文
电子商务环境下市场营销的变化及对策
电子商务是随着现代信息技术的发展，尤其是互联网的出现而兴起并获得迅猛发展的一种商务模式。电子商务环境下人们不需要见面通过网络就可以进行商务谈判、合同签订、咨询服务等商务活动。电子商务的发展对市场营销产生了非常大的影响，改变了市场营销的环境，很多的企业也开始抢占网上市场。因此，在电子商务环境下，正确认识电子商务带来的影响，分析市场营销的新变化，对企业更好地适应新环境具有重要的意义。
一、电子商务环境下市场营销的变化
(一)营销环境的变化
电子商务环境使市场营销的外部环境发生了改变，带来了新的变化。市场营销的外部环境改变首先表现为虚拟营销环境的出现。电子商务的运行平台是网络，没有网络就不会有电子商务，电子商务与传统的市场活动有着本质的不同，网络带来了传统实物市场的虚拟化。网络具有会计、迅速优势，电子商务建立在网络基础上也同样具有这些优势。电子商务下营销的时间无间隔，突破了地域限制，通过网络能迅速扩散开去，发展成全球性的市场。其次电子商务环境下市场营销环节大大减少。传统实物市场下，市场营销需要中间商的参与，而电子商务环境下，企业能直接和消费者交易，失去了中间环节，通过网络直接交易，有助于降低销售成本，使消费者受益。再次支付和交易手段发生了变化。传统贸易活动中使用现金交易方式，而电子商务下的贸易活动实现了企业的无纸交易。从营销的过程来看，电子商务下的营销方式节省了大量的信息采集时间，便于决策者进行分析。最后增加了信息传播与沟通的渠道。电子商务环境下，企业可以通过网络充分展示自己的形象、产品、服务等，借助网络平台进行广告宣传，展示企业产品的具体信息。电子商务下的信息沟通是非常便利的，能够实现在线的即时交流、沟通，消费者不仅接受传播的信息，而且也可以通过网络平台表达自己的看法与感受，形成交易双方的互动。
(二)营销理念的变化
电子商务环境下，企业的营销理念也受到了影响，传统实物市场中，企业的营销重点是推销自己的产品，而电子商务环境下，企业营销的中心转向了客户，转而追求客户需求的满足。电子商务打破了地域界限，缩短了流通时间，降低了物流成本，拉近了生产与消费的距离，扩大了消费者的选择空间。首先电子商务下的市场营销是以客户为中心地电子化销售和服务。网络营销有利于满足客户的个性化、多样化需求，在大生产规模的基础上进行单独设计某种产品以符合特定需求，为大规模定制提供了可能。同时网络营销减少了中间环节，节省了成本，可以直接使消费者受益。其次企业发展的最重要指标是客户满意度。企业要想在激烈的市场竞争中立足，就必须对客户的需求做出迅速的反映。电子商务是一项新技术，同时也是新的营销理念和营销方式，电子商务给企业提供了新的营销平台，企业必须紧跟时代发展需求，树立现代营销理念。
『伍』 本人急需一篇（关于市场营销的英文文章），5千字英文，有中文的翻译．
看看对你有没有帮助。
The Competition
It is essential to know who the competition is and to understand their strengths and weaknesses. Factors to consider include:
Each of your competitor's experience, staying power, market position, strength, predictability and freedom to abandon the market must be evaluated.
Your Enterprise
An honest appraisal of the strength of your enterprise is a critical factor in the development of your strategy. Factors to consider include:
Enterprise capacity to be leader in low-cost proction considering cost control infrastructure, cost of materials, economies of scale, management skills, availability of personnel and compatibility of manufacturing resources with offering requirements.
The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for proct obsolescence and the 'learning curve' faced by the prospect.
The prominence of the enterprise.
The competence of the management team.
The adequacy of the enterprise's infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
The freedom of the enterprise to make critical business decisions without une influence from distributors, suppliers, unions, creditors, investors and other outside influences.
Freedom from having to deal with legal problems.
Development
A review of the strength and viability of the proct/service development program will heavily influence the direction of your strategy. Factors to consider include:
The strength of the development manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the development personnel.
Personnel who understand the relevant technologies and are able to perform the tasks necessary to meet the development objectives.
Adequacy and appropriateness of the development tools and equipment.
The necessary funding to achieve the development objectives.
Design specifications that are manageable.
Proction
You should review your enterprise's proction organization with respect to their ability to cost effectively proce procts/services. The following factors are considered:
The strength of proction manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the manufacturing personnel.
Economies of scale allowing the sharing of operations, sharing of proction and the potential for vertical integration.
Technology and proction experience
The necessary proction personnel skill level and/or the enterprise's ability to hire or train qualified personnel.
The ability of the enterprise to limit suppliers bargaining power.
The ability of the enterprise to control the quality of raw materials and proction.
Adequate access to raw materials and sub-assembly proction.
Marketing/Sales
The marketing and sales organization is analyzed for its strengths and current activities. Factors to consider include:
Experience of Marketing/Sales manager including contacts in the instry (prospects, distribution channels, media), familiarity with advertising and promotion, personal selling capabilities, general management skills and a history of profit and loss responsibilities.
The ability to generate good publicity as measured by past successes, contacts in the press, quality of promotional literature and market ecation capabilities.
Sales promotion techniques such as trade allowances, special pricing and contests.
The effectiveness of your distribution channels as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
Advertising capabilities including media relationships, advertising budget, past experience, how easily the offering can be advertised and commitment to advertising.
Sales capabilities including availability of personnel, quality of personnel, location of sales outlets, ability to generate sales leads, relationship with distributors, ability to demonstrate the benefits of the offering and necessary sales support capabilities.
The appropriateness of the pricing of your offering as it relates to competition, price sensitivity of the prospect, prospect's familiarity with the offering and the current market life cycle stage.
Customer Services
The strength of the customer service function has a strong influence on long term market success. Factors to consider include:
Experience of the Customer Service manager in the areas of similar offerings and customers, quality control, technical support, proct documentation, sales and marketing.
The availability of technical support to service your offering after it is purchased.
One or more factors that causes your customer support to stand out as unique in the eyes of the customer.
Accessibility of service outlets for the customer.
The reputation of the enterprise for customer service.
Conclusion
After defining your strategy you must use the information you have gathered to determine whether this strategy will achieve the objective of making your enterprise competitive in the marketplace. Two of the most important assessments are described below.
Cost To Enter Market
This is an analysis of the factors that will influence your costs to achieve significant market penetration. Factors to consider include:
Your marketing strength.
Access to low cost materials and effective proction.
The experience of your enterprise.
The complexity of introction problems such as lack of adherence to instry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.
The effectiveness of the enterprise infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.
Distribution effectiveness as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.
Technological efforts likely to be successful as measured by the strength of the development organization.
The availability of adequate operating capital.
Profit Potential
This is an analysis of the factors that could influence the potential for generating and maintaining profits over an extended period. Factors to consider include:
Potential for competitive retaliation is based on the competitors resources, commitment to the instry, cash position and predictability as well as the status of the market.
The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.
The intensity of competitive rivalry as measured by the size and number of competitors, limitations on exiting the market, differentiation between offerings and the rapidity of market growth.
The ability of the enterprise to limit suppliers bargaining power.
The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for proct obsolescence and the 'learning curve' faced by the prospect.
The availability of substitute solutions to the prospect's need.
The prospect's bargaining power as measured by the ease of switching to an alternative, the cost to look at alternatives, the cost of the offering, the differentiation between your offering and the competition and the degree of the prospect's need.
Market potential for new procts considering market growth, prospect's need for your offering, the benefits of the offering, the number of barriers to immediate use, the credibility of the offering and the impact on the customer's daily operations.
The freedom of the enterprise to make critical business decisions without une influence from distributors, suppliers, unions, investors and other outside influences.
『陆』 急求营销英文参考文献
wikipedia "marketing" 有非常多的连结
中英文都有
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. 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, 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.
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.
『柒』 急求关于市场营销或则房地产相关的英文论文
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).
『捌』 国际营销英文论文
Definitions of marketing
Marketing is the management of exchange relationships. This emphasizes the role of marketing in relating to the world outside the organization. All relationships between the organization and the out side world, especially when they relate to customers, need to be managed. The organization will be judged by customers, suppliers, competitors and other according to their personal experience. Marketing is the management process which identifies, anticipates and supplies customer requirement efficiently and profitably. Marketing is concerned with meeting business objectives by providing customer satisfactions. When people buy procts or services they do not simply want the procts, they also want the benefits from using the procts or services. Procts and services help to solve a customer’s problem. It is the solution to these problems that customers are buying. Marketing is the process of planning and executing the conception, pricing, promotion, and distribution or ideas, goods and services to create exchanges that satisfy indivial and organization goals. Marketing is the performance of business activities that direct the flow of goods and services from organizations' to their customers.
Marketing is the process of determining customer demand for a proct, motivating its sale and distributing it into ultimate consumption at a profit. Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements efficiently and profitably.
Characteristics of marketing-oriented company
Market orientation (market-oriented)
Refers to the enterprise in accordance with its own power to match the target market and target user groups requested to design, proce, and deliver procts and services.
Advantages Disadvantages
Proct tailored to the needs of the customer
Research and development enables the market-led company to keep ahead of the competition
Opportunities arise out of a continuous research thrust
Knowing you customer enables you to communicate more efficiently, with cost-effective marketing communications
Proce what you can sell rather than sell what you proce
Leads to long-term relationships with high customer satisfaction Extensive market research needed into customer needs/wants
Expensive and time consuming – time delay for proct to market
‘Me-too’ procts that can undercut because there are no costs of research and development
Irrational customer behavior – no amount of research will alter the fickle nature of the average customer
Dynamic nature of market place – today’s procts become tomorrow’s throwaways
Too narrow a focus
Due to economic development, people's incomes increase, accelerating the pace of life, increasing social interaction, has quietly changed the concept of life, the rapid development of tertiary instry, the food service instry has been seen a lot of favorable market opportunities.
1. The increased population eating out of China's population and family structure has undergone great changes with more and more single people. This family structure and lifestyles change may lead to changes in consumer behaviors, more and more people are reluctant to spend too much time on cooking, thus increasing the population eating out.
2. The rise a healthy trend of People's living standards improve the living began to focus on the health effects of diet, emphasizing nutrition and food hygiene, respect for dining. People who pursue their own health to the restaurant instry will be tremendous opportunities for a broad market.
3. The development of tourism. At present tourism is one of the fastest-growing sectors in China, rising per capita tourist spending, tourism region expanded. For tourists, the food culture is also one of the attractive elements.
Meiwei restaurant should to meet market and consumer changes, provide customers with convenient, healthy Chinese fast food.
Elements of marketing concept
The marketing concept is the attitude that business decisions should be based on what the customer wants. Marketing concept is the enterprise business decision-making, organization and management of marketing activities, the basic guiding ideology that is business philosophy. It is a concept, an attitude, or a corporate way of thinking. Marketing concept is a "consumer demand as the center, market as the starting point" business guideline.
Marketing concept
The key to achieving business goals to determine the correct target market needs, all to the consumer as the center, and than the competition more effective and better transmission of the target market to meet the expectations of things. Consumer research has been called the study of the relationship between the personality of the consumer and the personality of the proct. It looks at the consumer’s motives, which may be unconscious but which still affect his or her choice of procts. Techniques such as in-depth interviews and word association tests can be used to find out how consumers are really thinking.
『玖』 zara的市场营销策略的英文文献
这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。
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
『拾』 急求：酒店市场营销英语毕业论文 3000字
Historically, hotel classification systems were developed to ensure safe and reliable lodging and food for travellers at a time when very few such trustworthy establishments existed. With the unprecedented growth of international tourism in the past fifty years, ring which hospitality has reach the status of a mature instry, the focus has moved from consumer protection (generally guaranteed by national regulations and legislation) to consumer information. Today, standardization and