渠道銷售的外文翻譯

1、.：.；畢業(yè)設計論文外文參考文獻譯文 原文出處：Marketing Management設計論文標題：對我國汽車行業(yè)營銷渠道的研討 姓 名 學 號 070808206 院 系 經(jīng)濟與管理學院 專 業(yè) 市場營銷 指點教師 二一年十二月九日Marketing Channels and Value Networks Most producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions

2、. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a p

3、roduct or service follows after production, culminating in purchase and use by the final end user. Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers representatives, sales agents-search for c

4、ustomers and may negotiate on the producers behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sale

5、s; they are called facilitators.The Importance of Channels A marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that acco

6、unt for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief roles of marketing channels is to convert potential buyers into profitable cu

7、stomers. Marketing channels must not just serve markets, they must also make markets. The channels chosen affect all other marketing decisions. The companys pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firms sale force and advertising decisions depend on how m

8、uch training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent deal ers to sell its automobiles, the automaker cannot buy them out the next day and

9、replace them with company-owned outlets. But at the same time, channel choices themselves depend on the companys marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maxim

10、ize value. In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strat

11、egy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to d

12、emand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to per ceive differences between brands, and when they choose the brand before they go to t

13、he store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC. The in

14、creased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracors ads for Lunesta, featuring a pale green Luna moth flitting around the head of a peaceful

15、sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strateg

16、y has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Mercks Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consum

17、ers to discoverthe reason they cant sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although the pharmaceutical industry is unlik

18、ely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets. Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel

19、as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel Development A new

20、 firm typically starts as a local operation seIling in a fairly circumscribed market, using existing intermediaries. The number of such intermediaries is apt to be limited: a few manufacturers sales agents, a few wholesalers, several established retailers, a few trucking companies, and a few warehou

21、ses. Deciding on the best channels might not be a problem; the problem is often to convince the available intermediaries to handle the firms line. If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell dire

22、ctly to retailers; in larger markets, it might sell through distributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to

23、 handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm. International markets pose distinct challenges. Customers shopping habits can vary by countries, and many retailers such as Germanys Aldi, the United Kingdoms Tesco, and

24、Spains Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for

25、 Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets. In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities, and

26、other factors. Consider some of the challenges Dell has encountered in recent years.DELL Dell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design th

27、e exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the ga

28、p in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didnt help, but self-inflicted damage from an ultraefficient supply chain model that

29、squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipe for disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hi

30、ndered new-product development and led to a lack of differentiation didnt help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid Channels Todays successful companies are als

31、o multiplying the number of go-to-market or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to s

32、till smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together a

33、nd match each target customers preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retai

34、ler；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Heres a specific example of a company that has carefully managed its multiple channels.REIRecreation

35、 Equipment Inc.Whats more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active m

36、embers, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to give an experience, not just sell goods. If an item is out of stock, all customers

37、need do is tap into the stores Internet kiosk to order it from REIs Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks,

38、mail order catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REIs site and stops to read an REI Learn and Share article on backpacking, the site might highlight an i

39、n-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shop pers, and that tri-channel shoppers spend even more.Understanding Customer Needs Consumers may choose the channels they prefer based on a number of facto

40、rs: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different

41、needs during the purchase process. Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories. 1.Habitual shoppers purchase from the same places in the same manner over time. 2.High-value deal seekers know their needs and channel surf a great deal before buyin

42、g at the lowest possible price. 3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price. 4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel,

43、 but take advantage ofcustomer support from a high-touch channel. One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and perfo

44、rmance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 sh

45、ows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for differen

46、t functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumer

47、s are willing to trade up to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to trade down to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees mark

48、ets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwesterns Don Schultz says: A demand chain management appr

49、oach doesnt just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them. Schultz has suggested that the traditional marketing four Ps be replaced by a new acronym, SIVA, which stands for solutions, information, value, and

50、access。An even broader view sees a company at the center of a value network-a system of partnerships and alliances that a firm creates to source, augment, and deliver its offerings. A value network includes a firms suppliers and its suppliers suppliers, and its immediate customers and their end cust

51、omers. The value network includes valued relations with others such as university researchers and government approval agencies.A company needs to orchestrate these parties in order to deliver superior value to the target market. Palm, the leading manufacturer of handheld devices, consists of a whole

52、 community of suppliers and assemblers of semiconductor components, plastic cases, LCD displays, and accessories; of off-line and online resellers; of275,OOO developers in the Palm Developer Network who have created over 21,000 software programs and 100 hardware add-ons for the Palm operating system

53、s for handheld computers and smartphones.Demand chain planning yields several insights. First, the company can estimate whether more money is made upstream or downstream, in case it might want to integrate backward or forward. Second, the company is more aware of disturbances anywhere in the supply

54、chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carryon faster and more accurate communications, transactions, and payments to reduce costs, speed up information, and increase accuracy. For example, Ford not only ma

55、nages numerous supply chains but also sponsors or transacts on many B2B Web sites and exchanges as needs arise.Managing this value network has required companies to make increasing investments in information technology (IT) and software. Firms have introduced supply chain management (SCM) software a

56、nd invited such software firms as SAP and Oracle to design comprehensive enterprise resource planning (ERP) systems to manage cash flow, manufacturing, human resources, purchasing, and other major functions within a unified framework. They hope to break up department silos and carry out core busines

57、s processes more seamless!y. In most cases, however, companies are still a long way from truly comprehensive ERP systems.Marketers, for their part, have traditionally focused on the side of the value network that looks toward the customer, adopting customer relationship management (CRM) software and

58、 practices. In the future, they will increasingly participate in and influence their companies upstream activities and become network managers, not just product and customer managers.營銷渠道和價值網(wǎng)絡大多數(shù)消費者并不是將其產(chǎn)品出賣個最終顧客，在消費者和最終顧客之間有一系列的營銷中間機構執(zhí)行著不同的功能。這些中介機構組成了營銷渠道。普通來說，營銷渠道是促使產(chǎn)品和效力順利的被運用和消費的一整套相互依存的組織。他們是一

59、個產(chǎn)品或效力在消費以后經(jīng)過的一系列途徑，從而使產(chǎn)品或效力經(jīng)過銷售到達最終運用者手中。有的中間機構如零售商和零售商買進產(chǎn)品、缺的產(chǎn)品一切權，然后再出賣，它們被稱為買賣中間商。其他一些中介機構如經(jīng)紀人、制造商代理人和銷售代理人那么尋覓顧客，有時也代表消費廠商同顧客談判，但是不去的產(chǎn)品一切權，它們被稱為代理商。還有一些中間機構如運輸公司、獨立倉庫、銀行和廣告代理商那么支持分銷活動，但他們既不獲得產(chǎn)品一切權，也不參與買賣談判，他們被稱為輔助機構。渠道的重要性 營銷渠道系統(tǒng)是公司分銷渠道中的一個特別組成部分，對于營銷渠道系統(tǒng)的決策是管理者面臨的最重要的問題之一。在美國，分銷商們賺取了最終售價的30%-5

60、0%的毛利，對比一下，廣告費用通常只占到最終售價的5%-7%。營銷渠道實踐上也是一項重要的時機本錢。主要作用之一是將潛在的顧客轉換成有利潤的訂單。營銷渠道不僅僅是效力于市場，他們更要發(fā)明市場。渠道選擇會影響其他一切的營銷決策。公司的定價取決于它是運用大商場還是高檔的專賣店。公司的銷售力量和廣告決策也取決于分銷商需求公司提供多少培訓和鼓勵。此外，渠道決策包括對其他公司所做的相對長期的承諾以及一系列政策和程序。當一個汽車制造商授權獨立的經(jīng)銷商笑傲后其汽車的時候，制造商不能第二天就買回其景小區(qū)而代之以本人的經(jīng)銷點。但同時，渠道選擇本身取決于公司基于市場細分、目的市場和定位思索而制定的營銷戰(zhàn)略。全面營