營銷渠道中英文對照外文翻譯文獻(xiàn)

本科生畢業(yè)設(shè)計（論文）外文翻譯學(xué) 院： 商貿(mào)學(xué)院 學(xué) 號： 120134030 專業(yè)班級： 市場營銷1301班 學(xué)生姓名： 宮 超 指導(dǎo)教師： 趙 丹 年 月 日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. 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 product 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 customers 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 sales they are called facilitators.The Importance of ChannelsA 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 account 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 of the chief roles of marketing channels is to convert potential buyers into profitable customers. 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 much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and 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 maximize 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 strategy 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 demand 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 perceive differences between brands and when they choose the brand before they go to the 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.Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel 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 supportChannelDevelopmentAnewfirmtypicallystartsasalocaloperationsellinginafairlycircumscribed marketusingexistingintermediaries.Thenumberofsuchintermediariesisapttobe limited:afewmanufacturerssalesagentsafewwholesalersseveralestablished retailersafewtruckingcompaniesandafewwarehouses.Decidingonthebest channelsmightnotbeaproblemtheproblemisoftentoconvincetheavailable intermediariestohandlethefirmsline.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 directly 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 through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.Internationalmarketsposedistinctchallenges.Customersshoppinghabitscan varybycountriesandmanyretailerssuchasGermanysAlditheUnitedKingdoms TescoandSpainsZarahaveredefinedthemselvestoacertaindegreewhenenteringanewmarkettobettertailortheirimagetolocalneedsandwants.Retailersthathave largelystucktothesamesellingformularegardlessofgeographysuchasEddie BauerMarksampSpencerandWalt-Mart-marketingstrategyforItsentranceinto1MUS.markettoslackdifferentnationalmanufacturerhavesometimesencountered troubleinenteringnewmarkets.Inshortthechannelsystemevolvesasafunctionoflocalopportunitiesand conditionsemergingthreatsandopportunitiescompanyresourcesandcapabilities andotherfactors.ConsidersomeofthechallengesDellhasencounteredinrecentyears.HybridChannelsTodayssuccessfulcompaniesarealsomultiplyingthenumberofquot go-to-market quot orhybridchannelsinanyonemarketarea.IncontrasttoDellHPhasuseditssales forcetoselltolarge accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-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 and 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 retailer；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. REI（Recreation Equipment Inc.） What s 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.largeaccountsoutboundtelemarketingtoselltomedium-sized accountsdirectmailwithaninboundnumbertoselltosmallaccountsretailerstosell tostillsmalleraccountsandtheInternettosellspecialtyitems.Staplesmarkets throughitstraditionalretailchannela direct-responseInternetsitevirtualmallsand thousandsoflinksonaffiliatedsites.Companies that manage hybrid channels must make sure these channels work well together and 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 retailer；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. REI（Recreation 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.UnderstandingCustomerNeedsConsumersmaychoosethechannelstheypreferbasedonanumberoffactors:thepriceproductassortmentandconvenienceofachanneloptionaswellastheir ownparticularhoppinggoalseconomicsocialorexperiential.Aswithproducts segmentationexistsandmarketersemployingdifferenttypesofchannelsmustbe awarethatdifferentconsumershavedifferentneedsduringthepurchaseprocess.ResearchersNunesandCespedesarguethatinmanymarketsbuyersfallinto oneoff ourcategories.Habitualshopperspurchasefromthesameplacesinthesamemannerovertime.High-valuedealseekersknowtheirneedsandquot channelsurf quotagreatdeal beforebuyingatthelowestpossibleprice.Variety-lovingshoppersgatherinformationinmanychannelstakeadvantage ofhightouchservicesandthenbuyintheirfavoritechannelregardlessofprice.High-involvementshoppersgatherinformationinallchannelsmaketheir purchaseinalow- costchannelbuttakeadvantageof customersupportfroma high-touchchannel.Onestudyof40groceryandclothingretailersinFranceGermanyandthe UnitedKingdomfoundthatretailersinthosecountriesservedthreetypesofshoppers:1.Service/qualitycustomerswhocaredmostaboutthevarietyandperformanceof productsinstoresaswellastheserviceprovided.2.Price/valuecustomerswhowere mostconcernedaboutspendingtheirmoneywisely.3.Affinitycustomerswho primarilysoughtstoresthatsuitedpeoplelikethemselvesorthemembersof groupstheyaspiredtojoin.AsFigure15.1showscustomerprofilesforthesetypesof retailersdifferedacrossthethreemarkets:InFranceshoppersplacedmore importanceonservice andqualityintheUnitedKingdomaffinityandinGermany priceandvalue.Eventhesameconsumerthoughmaychoosetousedifferentchannelsfor differentfunctionsinmakingapurchase.Forinstancesomeonemaychooseto browsethroughacatalogbeforevisitingastoreortakeatest-driveatadealerbefore orderingacaronline.Consumersmayalsoseekdifferenttypesofchannelsdepending ontheparticulartypesofgoodsinvolved.Someconsumersarewillingtoquot tradeupquottoretailersofferinghigher-endgoodssuchasTAGHeuerwatchesorCalla waygolf clubsthesesameconsumersarealsowillingtoquot tradedown quottodiscountretailersto buyprivate-labelpapertowelsdetergentorvitamins.ValueNetworksAsupplychainviewofafirmseesmarketsasdestinationpointsandamountsto alinearviewoftheflow.Thecompanyshouldfirstthinkofthetargetmarket howeverandthendesignthesupplychainbackwardfromthatpoint.Thisviewhas beencalleddemandchainplanning.North westernsDonSchultzsays:quot Ademand chainmanagementapproachdoesntjustpushthingsthroughthesystem.It emphasizeswhatsolutionsconsumersarelookingfornotwhatproductswearetryingtosellthem.QuotSchultzhassuggestedthatthetraditionalmarketingquot fourPs quot be replacedbyanewacronymSIVAwhichstandsforsolutionsinformationvalueand access.Anevenbroaderviewseesacompanyatthecenterofavaluenetwork-asystem ofpartnershipsandalliancesthatafirmcreatestosourceaugmentanddeliverits offerings.Avaluenetworkincludesafirmssuppliersanditssupplierssuppliersan dietsimmediatecustomersandtheirendcustomers.Thevaluenetworkincludesvalued relationswithotherssuchasuniversityresearchersandgovernmentapproval agencies.Demandchainplanningyieldsseveralinsights.First,thecompanycanestimatewhethermoremoneyismadeupstreamordownstream,incaseitmightwanttointegratebackward.orforward.Second,thecompanyismoreawareofdisturbancesanywhereinthesupplychainthatmightcausecosts,prices,orsuppliestochangesuddenly.Third,companiescangoonlinewiththeirbusinesspartnerstocarryonfasterandmoreaccuratecommunications,transactions,andpaymentstoreducecosts,speedupinformation,andincreaseaccuracy.WiththeadventoftheInternet,companiesareformingmorenumerousandcomplexrelationshipswithotherfirms.Managingthisvaluenetworkhasrequiredcompaniestomakeincreasinginvestmentsininformationtechnologyandsoftware.TheyhaveinvitedsuchsoftwarefirmsasSAPandOracletodesigncomprehensiveenterpriseresourceplanningsystemstomanagecashflow,manufacturing,humanresources,purchasing,andothermajorfunctionswithinaunifiedframework.Theyhopetobreakupdepartmentsilosandcarryoutcorebusinessprocessesmoreseamlessly.Marketers,fortheirpart,havetraditionallyfocusedonthesideofthevaluenetworkthatlookstowardthecustomer.Inthefuture,theywillincreasinglyparticipateinandinfluencetheircompaniesupstreamactivitiesandbecomenetworkmanagers,notonlyproductandcustomermanagers.營銷渠道與價值網(wǎng)絡(luò)管理公司的混合渠道必須確保這些渠道一起工作和相互匹配的目標(biāo)客戶首選的做生意的方式。客戶希望渠道整合高 通過諸如在線訂購產(chǎn)品的能力和在一個方便的零售地點撿東西的能力；能夠?qū)⒕W(wǎng)上訂購的產(chǎn)品轉(zhuǎn)化為零售商的附近商店 接受折扣和促銷優(yōu)惠的基礎(chǔ)上總在線和離線購買。電路城估計店內(nèi)接售占其在線銷售額的一半以上2006。這是一個特定的 一個精心管理多渠道的公司的IC例子。REI（游樂設(shè)備公司）更令人沮喪：買登山靴，削弱你的腳或試圖在完美的排 R只找到商店的大小或風(fēng)格，你想在娛樂設(shè)備公司的股票。大多數(shù)生產(chǎn)者并不直接銷售產(chǎn)品到最終用戶，他們代表的是一套執(zhí)行多種功能的中介機(jī)構(gòu)。這些中介機(jī)構(gòu)構(gòu)成了一個營銷渠道，也稱為貿(mào)易渠道或分銷渠道，正式的營銷渠道是一組相互依存的組織，參與的過程中，使產(chǎn)品或服務(wù)可供使用或消費。他們是通過產(chǎn)品或服務(wù)來確定生產(chǎn)后最終使用用戶。一些中介機(jī)構(gòu)，如批發(fā)商和零售商購買所有權(quán)和轉(zhuǎn)售商品，他們被稱為商人。其他經(jīng)紀(jì)商代理銷售代表尋找客戶，并可能代表生產(chǎn)商談判，但不采取標(biāo)題的貨物，他們被稱為代理。還有一些運輸公司、廣告公司、獨立倉庫銀行協(xié)助分發(fā)過程，他們被叫做促進(jìn)者但沒有把貨物所有權(quán)或洽談購買權(quán)或銷售權(quán)給他們。渠道的重要性營銷渠道系統(tǒng)是一個企業(yè)特定的營銷渠道并且關(guān)于它的決策是管理層面臨的最關(guān)鍵的問題之一。在美國的渠道成員集體獲得的利潤占最終銷售價格30至50。相反，廣告通常占了不到最終價格的5成或 7成。營銷渠道代表一個巨大的機(jī)會成本。營銷渠道的主要作用是將潛在的買家變成有利可圖的客戶。營銷渠道不僅要服務(wù)市場還必須使用市場。渠道選擇影響其他所有的營銷決策。公司的定價取決于是否采用大賣場或高品質(zhì)的精品店。企業(yè)的銷售力和廣告決策取決于經(jīng)銷商需要多少培訓(xùn)和激勵。此外，渠道決定還包括對除了對那些芬蘭人相對長期的承諾之外的一套政策和程序。當(dāng)一個汽車制造商簽署支持獨立的經(jīng)銷商去銷售他們汽車的時候，以后汽車制造商就不能用公司擁有的網(wǎng)點去取代他們。與此同時，營銷渠道的選擇依靠自己公司的市場戰(zhàn)略以及對目標(biāo)的細(xì)分和定位。使整體營銷獲得在這些所有市場決策中的不同領(lǐng)域的集體價值最大化。在中介企業(yè)的管理中必須決定它投入多少努力在推拉營銷中。推式策略是使用制造商的銷售力量促進(jìn)貿(mào)易資金或使用其他手段誘導(dǎo)中介進(jìn)行對最終用戶的宣傳和產(chǎn)品銷售。推式策略適合用于選擇低忠誠度的品牌產(chǎn)品，在這個品牌店里的項目，產(chǎn)品推動效益都是被理解。在拉式策略的制造商中使用通信廣告宣傳等形式，在拉動策略中，制造商使用廣告促銷和其他形式的溝通來說服消費者向中介機(jī)構(gòu)要求產(chǎn)品，從而促使中介機(jī)構(gòu)訂購產(chǎn)品。拉的策略是適合在消費者進(jìn)入店前就能夠感知品牌差異和品牌選擇的，拉式策略合適這種品牌有高忠誠度和高涉入度的。多年來，藥物公司只針對醫(yī)生和醫(yī)院的廣告，但在1997 FDA發(fā)布的電視廣告指南，開辟了藥品直接接觸消費者的途徑。這是特別明顯的新興行業(yè)的處方睡眠艾滋病。頂極的營銷公司，例如可樂,英特爾和耐克巧妙地采用推式和拉式結(jié)合的策略。營銷活動是朝向當(dāng)有一個精心設(shè)計的和很好的激活消費者需求的拉式策陪的同時的推式策略的一個通道。另一方面有極少的一些消費者對它感興趣但很難得到更多的通道引導(dǎo)和支持。發(fā)展通道新的公司通常使用現(xiàn)有的中介市場作為一個局部有限制的范圍開始。此類中介機(jī)構(gòu)傾向于限制：一些廠家銷售的代理幾個批發(fā)商幾個零售商幾個建立貨運公司和一些倉庫。決定最好的渠道可能不是問題，問題往往是說服性可用的中介機(jī)構(gòu)去處理公司線。如果公司成功，它可能會進(jìn)入新市場，在不同的市場使用不同的渠道。在較小的市場，該公司可能直接出售給零售商在更大的市場，它可能會出售 通過分銷商。在農(nóng)村地區(qū)，它可能與一般商品商人在市區(qū)有限的商人。在該國的一部分，它可能會授予獨家專營權(quán)在另一個我 不可能通過網(wǎng)點處理商品。在一個國家，它可能會使用國際銷售代理在另一個可能與當(dāng)?shù)毓镜暮献骰锇?。國際市場帶來不同的挑戰(zhàn)。顧客購物習(xí)慣的國家和許多零售商如德國阿爾迪聯(lián)合如英國樂購和西班牙Zara會重新定義他們自己，更好地調(diào)整自己的形象，以在一定程度上進(jìn)入新的市場更好地調(diào)整圖像局部的需求，和當(dāng)?shù)氐男枰拖Ｍ牧闶凵?，在很大程度上堅持同樣的銷售公式，無論地理等埃迪鮑爾的標(biāo)志和斯賓塞和進(jìn)入沃爾瑪營銷策略。進(jìn)入新的市場時，市場對待不同國家的制造商有時會遇到麻煩?？傊老到y(tǒng)的發(fā)展作為當(dāng)?shù)貦C(jī)會和條件的作用，新興的威脅和機(jī)會，公司資源和能力等因素?？紤]一些的戴爾近年來遇到的挑戰(zhàn)?；旌锨廊缃?，成功的公司也在任何市場領(lǐng)域增加了“進(jìn)入市場”或混合渠道的數(shù)量。與戴爾相反，惠普利用其銷售力量出售給大客戶海外電話銷售，以中型帳戶直接郵寄與入境號碼出售給小賬戶零售商出售給更小的帳戶和互聯(lián)網(wǎng)銷售專業(yè)，斯臺普斯市場通過其傳統(tǒng)零售渠道直接響應(yīng)互聯(lián)網(wǎng)網(wǎng)站虛擬商城和數(shù)以千計的鏈接在附屬網(wǎng)站。管理公司的混合渠道必須確保這些渠道一起工作和相互匹配的目標(biāo)客戶首選的做生意的方式?？蛻粝Ｍ勒细?通過諸如在線訂購產(chǎn)品的能力和在一個方便的零售地點撿東西的能力；能夠?qū)⒕W(wǎng)上訂購的產(chǎn)品轉(zhuǎn)化為零售商的附近商店,接受折扣和促銷優(yōu)惠的基礎(chǔ)上總在線和離線購買。電路城估