供應(yīng)鏈復(fù)習(xí)提綱

Chapter1UnderstandingtheSupplyChain1.1WhatisaSupplyChain?1.2TheObjectiveofaSupplyChain1.3TheImportanceofSupplyChainDecisions1.4DecisionPhasesinaSupplyChain1.5ProcessViewsofaSupplyChain1.6ExamplesofSupplyChainsDiscussthegoalofasupplychainandexplaintheimpactofsupplychaindecisionsonthesuccessofafirm.Identifythethreekeysupplychaindecisionphasesandexplainthesignificanceofeachone.Describethecycleandpush/pullviewsofasupplychain.Classifythesupplychainmacroprocessesinafirm.WhatisaSupplyChain?什么是供應(yīng)鏈?Asupplychainconsistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.供應(yīng)鏈包括直接或間接參與實現(xiàn)客戶要求的所有各方。Thesupplychainincludesnotonlythemanufacturerandsuppliers,butalsotransporters,warehouses,retailers,andevencustomersthemselves.供應(yīng)鏈不僅包括制造商和供應(yīng)商，還包括運輸商、倉庫、零售商，甚至客戶本身。Witheachorganization,suchasamanufacturer,thesupplychainincludesallfunctionsinvolvedinreceivingandfillingacustomerrequest.對于每個組織，如制造商，供應(yīng)鏈包括接收和填寫客戶請求所涉及的所有功能。Thesefunctionsinclude,butarenotlimitedto,newproductdevelopment,marketing,operations,distribution,finance,andcustomerservice.這些功能包括但不限于新產(chǎn)品開發(fā)、市場營銷、運營、分銷、財務(wù)和客戶服務(wù)。TheDefinitionofSupplyChain供應(yīng)鏈的定義Supplychainincludes:供應(yīng)鏈包括：ExternalSupplyChain外部供應(yīng)鏈InternalSupplyChain內(nèi)部供應(yīng)鏈ExternalSupplyChain:Consistsofallpartiesinvolved,directlyorindirectly,infulfillingacustomerrequest.由所有相關(guān)方直接或間接履行客戶要求。InternalSupplyChain:Includesallfunctionsinvolvedinreceivingandfillingacustomerrequest.包括接收和填寫客戶請求所涉及的所有功能。Asupplychainisdynamicandinvolvestheconstantflowofinformation,product,andfundsamongdifferentstages.供應(yīng)鏈是動態(tài)的，涉及到信息、產(chǎn)品和資金在不同階段的不斷流動。Atypicalsupplychainmayinvolveavarietyofstages,includingthefollowing:一個典型的供應(yīng)鏈可能涉及到多個階段，包括以下幾個方面：Customers顧客Retailers零售商Wholesalers/distributors批發(fā)商Manufacturers制造商Component/rawmaterialsuppliers零部件/原材料供應(yīng)商Eachstageinasupplychainisconnectedthroughtheflowofproducts,information,andfunds.供應(yīng)鏈中的每個階段都是通過產(chǎn)品、信息和資金的流動來連接的。Theseflowsoftenoccurinbothdirectionsandmaybemanagedbyoneofthestagesoranintermediary.這些流動經(jīng)常發(fā)生在兩個方向上，并且可以由一個階段或中間層管理。補充資料：供應(yīng)鏈其他定義供應(yīng)鏈是圍繞核心企業(yè)，通過對信息流、物流、資金流的控制，從采購原材料開始，制成中間產(chǎn)品以及最終產(chǎn)品，最后由銷售網(wǎng)絡(luò)把產(chǎn)品送到消費者手中的將供應(yīng)商、制造商、分銷商、零售商，直到最終用戶連成一個整體的功能網(wǎng)鏈結(jié)構(gòu)。---馬士華《供應(yīng)鏈管理。Thesupplychainisthecoreenterprise,throughthecontroloftheinformationflow,logistics,capitalflow,fromthepurchaseofrawmaterials,intotheintermediateproductsandfinalproducts.Finally,thesalesnetworksendstheproducttotheconsumer,thesupplier,themanufacturer,thedistributor,theretailer,untiltheenduserisintegratedintoawholefunctionalnetworkchainstructure.Theappropriatedesignofthesupplychaindependsonboththecustomer’sneedsandtherolesplayedbythestagesinvolved.供應(yīng)鏈的適當設(shè)計既取決于客戶的需求，也取決于所涉及的階段所扮演的角色。Discuss：Whenadistributor(分銷商/代理商)isneeded?戴爾公司的供應(yīng)鏈管理成功的關(guān)鍵是其供應(yīng)鏈管理始終以渠道流程優(yōu)化為核心實現(xiàn)策略。具體表現(xiàn)在以下三個方面:

第一,直銷原則。直銷(DirectBusinessModel)在DELL公司具體體現(xiàn)為基于最終客戶需求的模式,就是由DELL公司建立一套與客戶聯(lián)系的渠道,由客戶直接向DELL公司發(fā)訂單。訂單中可以詳細列出所需的配置,然后公司“按單生產(chǎn)”。

第二,以信息代替存貨。DELL公司為什么敢提出“零庫存”這個大膽的理念?主要原因就是因為公司基于其強大的渠道流程優(yōu)化能力,通過處理信息資源創(chuàng)造價值。傳統(tǒng)分銷代理渠道是存貯貨物的水渠,廠商的庫存是壓在分銷渠道中的,這樣一來很難做到“零庫存”。

第三,價值整體創(chuàng)造。價值整體創(chuàng)造在DELL公司被具體化為“與客戶結(jié)盟”的戰(zhàn)略,DELL公司打破了傳統(tǒng)意義上“廠家”與“供應(yīng)商”之間的供需配給,始終保持與客戶的實時互動,及時得到第一手的客戶反饋和需求,然后根據(jù)客戶需求接受定單,再進行以客戶需求為導(dǎo)向的產(chǎn)品制造。這樣就能保證按照客戶需求提供產(chǎn)品。這是一個良性循環(huán)的過程。ThekeytothesuccessofDELL'ssupplychainmanagementisitssupplychainmanagement,whichalwaysfocusesontheoptimizationofchannelflow.Thespecificperformanceinthefollowingthreeaspects:First,theprincipleofdirectselling.Directsales(DirectBusinessModel)isembodiedintheDELLcompanybasedontheendcustomerdemandmodel,whichistoestablishasetofchannelstocontactthecustomersbyDELLcompany,andsendordersdirectlyfromthecustomertotheDELLcompany.Orderscanbelistedindetailintherequiredconfiguration,andthenthecompany"perorderproduction".Second,replacethestockwithinformation.WhydoDELLcompaniesdaretoputforward"zeroinventory"ofthisboldidea?Themainreasonisthatthecompanyisbasedonitspowerfulchanneloptimizationabilitytocreatevaluebyprocessinginformationresources.Thetraditionaldistributionagentisthecanalforstoringthegoods.Theinventoryofthemanufacturersisconfinedtothedistributionchannels,soitisverydifficulttoachieve"zeroinventory".Third,valueiscreatedasawhole.TheoverallvaluecreationofDELLcompanyisspecificto"alliancewithcustomers"strategy,DELLcompanybrokethetraditionalsenseof"manufacturer"and"supplier"betweensupplyanddemand,alwaysmaintainreal-timeinteractionwithcustomers,getthefirsthandcustomerfeedbackanddemand,andthenacceptordersaccordingtocustomerneeds,andthentakecustomersCustomerdemandorientedproductmanufacturing.Thisensuresthatproductscanbesuppliedaccordingtocustomerneeds.Thisisavirtuouscycle.1.2TheObjectiveofaSupplyChain供應(yīng)鏈的目標Theobjectiveofeverysupplychainshouldbetomaximizetheoverallvaluegenerated.每個供應(yīng)鏈的目標應(yīng)該是使所產(chǎn)生的總價值最大化。SupplyChainSurplus=CustomerValue–SupplyChainCost供應(yīng)鏈剩余=顧客價值—供應(yīng)鏈成本Customervalue:canbeestimatedbythemaximumamountthecustomeriswillingtopayforit顧客價值：可以由顧客愿意支付的最大金額來估算。ConsumerSurplus=CustomerValue–Price消費者剩余=顧客價值–價格.Supplychaincost:Theflowsofinformation,product,andfundsincurcosts.供應(yīng)鏈成本：信息流、產(chǎn)品流和資金流產(chǎn)生成本。Thesupplychainincurcoststoconveyinformation,producecomponentsandproducts,storethem,transportthem,transferfunds,andsoon.供應(yīng)鏈產(chǎn)生成本來傳遞信息、生產(chǎn)部件和產(chǎn)品、存儲它們、運輸它們、轉(zhuǎn)移資金等等。SupplyChainProfitability:thedifferencebetweentherevenuegeneratedfromthecustomerandtheoverallcostacrossthesupplychain供應(yīng)鏈盈利性：顧客產(chǎn)生的收入與整個供應(yīng)鏈的總成本之間的差異SupplyChainProfitability=Price–SupplyChainCost供應(yīng)鏈盈利能力=價格—供應(yīng)鏈成本SupplyChainSurplus=CustomerValue–SupplyChainCost=(CustomerValue–price)+(price–SupplyChainCost)=ConsumerSurplus+SupplyChainProfitability供應(yīng)鏈盈余=顧客價值-供應(yīng)鏈成本=（客戶價值-價格）+（價格-供應(yīng)鏈成本）=消費者剩余+供應(yīng)鏈盈利能力SupplyChainSurplus=CustomerValue-SupplyChainCost供應(yīng)鏈盈余=顧客價值—供應(yīng)鏈成本↑Stronglycorrelated強相關(guān)↓SupplyChainProfitability=Price-SupplyChainCost供應(yīng)鏈盈利能力=價格—供應(yīng)鏈成本Thesuccessofasupplychain供應(yīng)鏈的成功Supplychainsuccessshouldbemeasuredintermsofsupplychainsurplus,notintermsoftheprofitatanindividualstage.供應(yīng)鏈的成功應(yīng)該以供應(yīng)鏈盈余來衡量，而不是以單個階段的利潤來衡量。Effectivesupplychainmanagementinvolvesthemanagementofsupplychainassetsandproduct,information,andfundflowstogrowthetotalsupplychainsurplus.有效的供應(yīng)鏈管理涉及供應(yīng)鏈資產(chǎn)和產(chǎn)品、信息和資金流的管理，以增加總供應(yīng)鏈盈余。供應(yīng)鏈管理概念形成的歷史階段實體配送階段1920年開始1950～1960廣泛應(yīng)用任務(wù)：將成品的運輸配送和客戶服務(wù)結(jié)合起來考慮，以便以盡量低的成本將產(chǎn)品運至顧客手中，同時又不降低顧客的期望水平。供應(yīng)鏈管理概念形成的歷史階段20世紀80年代反映了企業(yè)對內(nèi)部價值鏈的重視，使企業(yè)消除了材料在內(nèi)部流勱過程中，不同階段之間存在的儲備和滯留供應(yīng)鏈發(fā)展階段從20世紀90年代管理內(nèi)容已從企業(yè)內(nèi)部延伸到企業(yè)外部，開始注重外部關(guān)系的研究，這包括分銷商、顧客、供應(yīng)商以及第三方的關(guān)系。1.3Theimportanceofsupplychaindecisions供應(yīng)鏈決策的重要性FirstLevel：CompetitiveStrategy第一層次：競爭戰(zhàn)略SecondLevel：第二層次Salesdecisions銷售決策Financialdecisions財務(wù)決策HRdecisions人力資源決策Operationdecision（Supplychaindecisions）經(jīng)營決策（供應(yīng)鏈決策）…Goodsupplychainmanagementcansupportcompetitivestrategyandoffersacompetitiveadvantage.好的供應(yīng)鏈管理可以支持競爭戰(zhàn)略并提供競爭優(yōu)勢。Walmart：Everydaylowprice沃爾瑪：天天低價ZARA：fastfashionZARA：快時尚Poorsupplychainmanagementcandamageanorganizations’overallhealthandperformance.供應(yīng)鏈管理不善會損害組織的整體健康和績效。Increasecost(e.g.Motorola)增加成本（如：摩托羅拉）decreaseservicelevel降低服務(wù)水平Incurshortage出現(xiàn)短缺·…….1.4DecisionPhasesofaSupplyChain供應(yīng)鏈的決策階段Supplychaindecisionsfallintothreecategoriesorphases,dependingonthefrequencyofeachdecisionandthetimeframeduringwhichadecisionphasehasanimpact.供應(yīng)鏈決策分為三個類別或階段，取決于每個決策的頻率和決策階段對其影響的時間框架。Frequencyandtimeframe:severalyear頻率和時間框架：幾年Acompanydecideshowtostructurethesupplychainoverthenextseveralyears.一家公司決定如何在未來幾年內(nèi)構(gòu)建供應(yīng)鏈。Whethertooutsourceorperformasupplychainfunctionin-house?Thelocationandcapacitiesofproductionandwarehousingfacilities是否外包或執(zhí)行內(nèi)部供應(yīng)鏈功能？生產(chǎn)和倉儲設(shè)施的位置和能力。Theproductstobemanufacturedorstoredatvariouslocations在不同地點生產(chǎn)或儲存的產(chǎn)品Themodesoftransportationtobemadeavailablealongdifferentshippinglegs不同船運方式的運輸方式Thetypeofinformationsystem信息系統(tǒng)的類型Notice注意Supplychainconfigurationmustsupportsitsstrategicobjectives.供應(yīng)鏈配置必須支持其戰(zhàn)略目標。Supplychaindesigndecisionsarelongtermandexpensivetoalter-musttakeintoaccountmarketuncertainty.供應(yīng)鏈設(shè)計決策是長期和昂貴的改變必須考慮到市場的不確定性。SupplyChainPlanning供應(yīng)鏈規(guī)劃Frequencyandtimeframe:Aquartertoayear頻率和時間框架：四分之一到一年Undertheconstraintsestablishedduringthestrategicordesignphase.在戰(zhàn)略或設(shè)計階段建立的約束條件下。Startswithaforecastofdemandinthecomingyear.從第二年的需求預(yù)測開始。Defineasetofoperatingpoliciesthatgovernshort-termoperations.定義一套管理短期操作的經(jīng)營政策。Planningdecisionsinclude規(guī)劃決策包括Whichmarketswillbesuppliedfromwhichlocations?從哪些市場將從哪個地點供應(yīng)Subcontractingofmanufacturing.制造業(yè)分包Inventorypolicies.庫存策略Timingandsizeofmarketingandpricepromotions.營銷和價格促銷的時機和規(guī)模。Notice注意Companiesmustconsider:企業(yè)必須考慮Uncertaintyindemand需求的不確定性Exchangerates匯率的變化Competitionoverthetimehorizon跨越時間的競爭Frequencyandtimeframe:weeklyordaily.頻率和時間框架：每周或每天Companiesmakedecisionsregardingindividualcustomerorders.公司對個人客戶訂單做出決策。Supplychainconfigurationisfixedandoperatingpoliciesarealreadydefined.供應(yīng)鏈配置是固定的，操作策略已經(jīng)被定義。Thegoalistohandleincomingcustomerordersinthebestpossiblemanner.目標是以最好的方式處理客戶訂單。Operationdecisionsinclude:經(jīng)營決策包括Allocateinventoryorproductiontoindividualorders將庫存或生產(chǎn)分配給個別訂單Setadatethatanorderistobefilled設(shè)置一個訂單要填寫的日期Generatepicklistsatawarehouse在倉庫中生成揀選列表Allocateanordertoaparticularshippingmodeandshipment將訂單分配給特定的運輸模式和裝運Setdeliveryschedulesoftrucks設(shè)置卡車的交貨時間表Placereplenishmentorders.放置補貨訂單。DailyRoutine日常工作1.5ProcessViewofaSupplyChain供應(yīng)鏈的過程觀Therearetwowaystoviewtheprocessesperformedinasupplychain.有兩種方法來查看供應(yīng)鏈中執(zhí)行的過程CycleView循環(huán)觀點Processesinasupplychainaredividedintoaseriesofcycles,eachperformedattheinterfacesbetweentwosuccessivestagesofasupplychain.供應(yīng)鏈中的過程被劃分為一系列循環(huán)，每個周期在供應(yīng)鏈的兩個連續(xù)階段之間的界面上執(zhí)行。Acycleviewclearlydefinestheprocessinvolvedandtheownersofeachprocess.循環(huán)視圖清楚地定義了涉及的過程和每個過程的所有者。Noteverysupplychainwillhaveallfourcyclesclearlyseparated.不是所有的供應(yīng)鏈都會清晰地分開所有四個循環(huán)SubprocessesinEachCycle每個周期的子過程Eachcycleconsistsofsixsubprocesses.每個循環(huán)由六個子過程組成。Thedifferencebetweensubprocesses子過程的差異Difference1:Ordercyclevsothercycles差異1：訂單循環(huán)與其他周期Inthecustomerorder,demandisexternalandthusuncertain.在客戶訂單中，需求是外部的，因而是不確定的。Inothercycles,orderplacementisuncertainbutcanbeprojectedbasedonpolicies.(E.g.Automobile->tiers)在其他周期中，訂單放置是不確定的，但可以基于策略進行預(yù)測。(如:汽車用品>層級)Difference2:Thenumberofordersdeclinesandthesizeofeachorderincreases差異2：訂單數(shù)量下降，訂單數(shù)量增加Sharingofinformationandoperatingpoliciesbecomesmoreimportantaswemovefurther.隨著進一步的發(fā)展，信息和經(jīng)營政策的共享變得更加重要。Cycleviewisusefulwhenconsideringoperationaldecisionsbecauseitspecifiestherolesandresponsibilitiesofeachmemberofthesupplychainandthedesiredoutcomeforeachprocess.循環(huán)視圖在考慮操作決策時是有用的，因為它指定供應(yīng)鏈的每個成員的角色和職責(zé)以及每個過程的期望結(jié)果。E.g.enterpriseresourceplanning(ERP)systems例如企業(yè)資源計劃（ERP）系統(tǒng)Push/PullView推/拉觀點Allprocessesinasupplychainfallintooneoftwocategories,dependingonthetimingoftheirexecutionrelativetoendcustomerdemand.供應(yīng)鏈中的所有過程都根據(jù)它們相對于終端客戶需求的執(zhí)行時間，分為兩類。↑PULLPROCESSES拉動過程Executionisinitiatedinresponsetoacustomerorder.執(zhí)行是響應(yīng)于客戶訂單而發(fā)起的。(reactive反應(yīng)性)————Customerorderarrives客戶訂單到達————↑PUSHPROCESSES推動過程Executionisinitiatedinanticipationofcustomerorders執(zhí)行是在客戶訂單的預(yù)期下啟動的。(speculative投機性)拉動過程推動過程推/拉邊界拉動過程推動過程客戶需求未知客戶訂單到達客戶訂單已知←采購周期←補貨與制造周期采購、制造、補貨周期Push/PullViewofL.L.Bean←采購周期←補貨與制造周期采購、制造、補貨周期伊頓艾倫制作定制家具Push/PullViewofEthanAllen伊頓·艾倫的推拉觀點伊頓艾倫制作定制家具Push/PullViewofSupplyChainProcesses供應(yīng)鏈過程的推/拉視圖Apush/pullviewisveryusefulinconsideringstrategicdecisionsrelatingtosupplychaindesign推/拉視圖在考慮與供應(yīng)鏈設(shè)計有關(guān)的戰(zhàn)略決策時非常有用。Thegoalistoidentifyanappropriatepush/pullboundarysuchthatthesupplychaincanmatchsupplyanddemandeffectively.目標是確定一個合適的推/拉邊界，使供應(yīng)鏈能夠有效地匹配供應(yīng)和需求。Discussion:What’stheadvantageanddisadvantageofpushprocess(orpullprocess)?討論：推動（或拉動）過程的優(yōu)勢和劣勢是什么？補充：延遲差異化策略延遲差異化策略：將產(chǎn)品的差異化流程盡可能推遲；產(chǎn)品差異化之前的部分是推動流程；差異化流程是根據(jù)市場需求做出反應(yīng)，為拉動流程。延遲差異化例子：貝納通毛衣貝納通是一個大型針織品供應(yīng)商、歐洲最大的服裝制造商它向成百上千家商店提供產(chǎn)品零售商：數(shù)量多，有限庫存的門店服裝行業(yè)的特點是顧客偏好變化快。但是由于生產(chǎn)提前期長，商店店主常常不得不提前7個月訂購羊毛衫。1.6ExamplesofSupplyChains供應(yīng)鏈的案例GatewayandApple捷威公司（Gateway）和蘋果公司捷威公司：零售店無庫存，按訂單制造蘋果公司：零售店有庫存Zara颯拉公司（Zara）?快時尚：從設(shè)計到上架不超過6周Toyota豐田公司（Toyota）全球制造商供應(yīng)商選擇Amazon在線銷售的鼻祖改變出版業(yè)的KindleSummary總結(jié)Discussthegoalofasupplychainandexplaintheimpactofsupplychaindecisionsonthesuccessofafirm.討論供應(yīng)鏈的目標，并解釋供應(yīng)鏈決策對企業(yè)成功的影響。Identifythethreekeysupplychaindecisionphasesandexplainthesignificanceofeachone.確定三個關(guān)鍵的供應(yīng)鏈決策階段，并解釋每一個關(guān)鍵的意義。Describethecycleandpush/pullviewsofasupplychain.描述供應(yīng)鏈的周期和推/拉視圖。Chapter2SupplyChainPerformance:AchievingStrategicFitandScope第2章供應(yīng)鏈績效：實現(xiàn)戰(zhàn)略匹配和范圍2.1CompetitiveandSupplyChainStrategies競爭與供應(yīng)鏈戰(zhàn)略2.2AchievingStrategicFit實現(xiàn)戰(zhàn)略契合2.3ExpandingStrategicScope擴大戰(zhàn)略范圍Explainwhyachievingstrategicfitiscriticaltoacompany’soverallsuccess解釋為什么戰(zhàn)略匹配對一個公司的整體成功至關(guān)重要？Describehowacompanyachievesstrategicfitbetweenitssupplychainstrategyanditscompetitivestrategy描述公司如何實現(xiàn)供應(yīng)鏈戰(zhàn)略與競爭戰(zhàn)略之間的戰(zhàn)略契合。2.1CompetitiveandSupplyChainStrategies競爭與供應(yīng)鏈戰(zhàn)略波特的競爭戰(zhàn)略五力模型：供應(yīng)商的議價能力、購買者的議價能力、新進入者的威脅、替代產(chǎn)品的威脅、同業(yè)競爭者的競爭程度。三大基本戰(zhàn)略：成本領(lǐng)先戰(zhàn)略、差異化戰(zhàn)略、聚焦戰(zhàn)略CompetitiveStrategies競爭戰(zhàn)略Acompany’scompetitivestrategydefines,relativetoitscompetitors,thesetofcustomerneedsthatitseekstosatisfythroughitsproductsandservices.一個公司的競爭戰(zhàn)略，相對于競爭對手而言，是通過其產(chǎn)品和服務(wù)尋求滿足顧客需求的集合。Thecompetitivestrategyisdefinedbasedonhowthecustomerprioritizesproductcost,deliverytime,variety,andquality.競爭戰(zhàn)略是基于客戶如何優(yōu)先考慮產(chǎn)品成本、交貨時間、品種和質(zhì)量來確定的。Competitivestrategytargetsoneormorecustomersegmentsandaimstoprovideproductsandservicesthatsatisfythesecustomers’need.競爭戰(zhàn)略目標的一個或多個細分市場的目的是提供產(chǎn)品和服務(wù)，滿足這些客戶的需求。重要詞匯：競爭性毀滅有一種力量長期圍困大多數(shù)公司----“競爭性毀滅”。能夠歷經(jīng)數(shù)代而不衰的企業(yè)非常少。一個企業(yè)的競爭優(yōu)勢是該企業(yè)的護城河，是保護企業(yè)免遭入侵的無形溝壕。海豐國際：航運界的“西南航空”1、聚焦亞洲市場以在亞洲區(qū)內(nèi)高密度航運網(wǎng)絡(luò)提供高頻率的服務(wù)為目標2、低成本統(tǒng)一船型，以1000標準箱船型為主?較高靈活性?較低船舶成本Question:What’stherelationshipbetweencompetitivestrategyandsupplychainstrategy?問：競爭戰(zhàn)略與供應(yīng)鏈戰(zhàn)略有什么關(guān)系？Functionalstrategiesinacompany公司的職能戰(zhàn)略Tospecifytheportfolioofnewproduct,whetherthedevelopmenteffortwillbemadeinternallyoroutsourcedTospecifytheportfolioofnewproduct,whetherthedevelopmenteffortwillbemadeinternallyoroutsourced.指定新產(chǎn)品的投資組合，無論是內(nèi)部開發(fā)還是外包Productdevelopmentstrategy→Tospecifymarketsegmentation,andposition/price/promotionTospecifymarketsegmentation,andposition/price/promotion明確市場細分，定位/價格/促銷Market