Ⅰ 急求一篇 》》》描述一个公司的营销策略英文300字。
Market strategies are the result of a meticulous market analysis. A market analysis forces the entrepreneur to become familiar with all aspects of the market so that the target market can be defined and the company can be positioned in order to garner its share of sales. The promotion strategy in its most basic form is the controlled distribution of communication designed to sell your proct or service. In order to accomplish this, the promotion strategy encompasses every marketing tool utilized in the communication effort.
营销策略广泛，不能以一言以蔽之。此文中提到前期的市场分析，以及营销时应该利用各种工具。
Ⅱ 求市场营销战略（marketing strategy） 的英文定义
The so-called marketing strategy (Marketing Strategy) is the enterprise to identify, analyze and select marketing opportunities in order to achieve the corporate mission and objectives of the management process, that is, how companies with the best marketing opportunities through the adaptation process
Ⅲ 营销策略和营销战略英文有区别么还是都是marketing strategy，英语中怎么区分呀
管理学当中有 Marketing strategies 和 Marketing tactics 之分
说白了，strategy是目标，tactic是方法。
因为翻译不同，所以冒出来许多说回法，其实答根本就这两个
Ⅳ 某某品牌的市场营销策划方案用英文怎么说
翻译结果
某某品牌的市场营销策划方案用英文怎么说
so-and-so
brand
marketing
planning
scheme
of
how
to
say
it
in
english
Ⅳ 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
Ⅵ 营销策略研究用英语怎么翻译
Marketing strategy research
Ⅶ 营销战略英文定义翻译
Marketing Stratage, the actions that applied to implement an overall planning and arrangement on futrue marketing,which based on an objective analysis and research on marketing inside and outside environment in marketing activities.
Ⅷ 英文的营销策略分析，而且有中文翻译的，急需
什么样的策略分析啊，Marketing principles 那样的吗？
Ⅸ ”销售策略“怎么用英语说
你好!
销售策略
Sales strategy
Ⅹ 房地产营销策略 网络营销策略英文资料
房地产营销:http://lunwen.ws126.net/Article/jingji/4552.html一共有9页，中英文对照～～～
网络营销：Internet Marketing,“网络营销”可以参考下内容：）~~
Internet marketing team has always taken pride in using up-to-date, competitive, and ethical search engine marketing strategies that really get results for on-line business. Our unique understanding of the inner workings of the web and the strategy required to compete successfully can make your web site a winner.
If your web site is not getting the traffic and making the sales you had hoped,internet marketing services will help make your site a success. Everyday we help web sites, just like yours, successfully compete on the Internet.
Competing successfully on the internet requires strategy. Since each business, market, and web site is unique, each requires it's own strategic marketing plan.
SEO is the foundation of our Internet Marketing services. The search engines base their rankings on many factors. There are some things they like a lot, and some things they don't tolerate.
Internet Marketing,直译为“网络营销”。它有广义和狭义两种定义。
广义上，Internet Marketing指企业利用互联网为满足用户需求，实现企业目标而提供产品或服务的一系列经营活动过程。它包括市场调研、产品的目标市场选择、产品设计、产品开发、营销组合策略的制定、产品销售、售后服务、用户意见反馈、效果评估、策略调整等一系列与市场有关的企业经营活动。英文的定义为：(also known as online marketing) the use of the Internet to disseminate information, communicate with the marketplace, advertise, promote, sell and/or distribute procts or services.
狭义上，Internet Marketing被理解成网站推广，是等同于Web Promotion或Site Promotion的一种推广行为。英文的定义为：Methods of using the Internet to promote procts and services, includes site optimization, banner ads and pay-per-click.
Internet Marketing在广义上是战略，在狭义上是战术。
目前网上普遍提到的“网络营销”大都指的是狭义上的网站推广，为了区别于狭义的定义，今后我将用“网络市场营销”这个词来表示Internet Marketing广义的意思。
您可在http://1b111.com上搜索有关Promotion,Marketing等关键词来找到您所需要的文章。例如下面这篇文章（片断）可能对你有帮助：
Title: 5 Ways To Improve Your Promotion
How many times have you... started out with a plan for the day, but got lost in a lot of details?
. Here are five ways to improve your promotional efforts online:
. 1) PLAN YOUR WORK:
. Failing to have a promotional plan is one of the most common problems faced by those online promoters today.
. Write out your daily plan of activities from sign-on to sign-off.
. Your time on line is limited. Make the most of it. Do the most pressing of your tasks first and save the easiest for later.
另外介绍一本书～～～作者: Judy Strauss ,Adel El-Ansary,Raymond Frost
文章名称:E-Marketing (4th Edition)
出处(出版社）:Prentice Hall
出版日期:March 14, 2005
作者: Mitch Meyerson, Mary Eule Scarborough
文章名称:Mastering Online Marketing
出处(出版社）:Entrepreneur Press
出版日期:November 21, 2007