渠道銷售的外文翻譯---營銷渠道和價值網(wǎng)絡(luò)

1、<p>　　畢業(yè)設(shè)計（論文）外文參考文獻(xiàn)譯文</p><p>　　原文出處：Marketing Management</p><p>　　設(shè)計（論文）題目：對我國汽車行業(yè)營銷渠道的研究</p><p>　　姓 名 </p><p>　　學(xué) 號 070808206 </

2、p><p>　　院 （系） 經(jīng)濟(jì)與管理學(xué)院 </p><p>　　專 業(yè) 市場營銷 </p><p>　　指導(dǎo)老師 </p><p>　　二〇一〇年十二月九日</p><p>　　Marketing Channels and Value Networks</p

3、><p>　　Most producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also

4、 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 th

5、e set of pathways a product or service follows after production, culminating </p><p>　　Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called me

6、rchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-trans

7、portation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or s</p><p>　　The Importance of Channels<

8、;/p><p>　　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 c

9、ollectively 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 s

10、ubstantial opportunity cost. One ofthe chief roles </p><p>　　of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also mak

11、e markets.</p><p>　　The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and

12、advertising decisions depend on how much 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

13、 automaker signs up independent dealers to sell its automobiles, the automaker cannot buy them out th</p><p>　　In managing its intermediaries, the firm must decide how much effort to devote to push versus pu

14、ll marketing. A push strategy uses the manufacturer's 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 whe

15、re 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 manufacture</p><p>　　directly.

16、 This is particularly evident in the burgeoning business of prescription sleep aids.</p><p>　　Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marke

17、ting 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

18、 least some consumer interest, it can be very difficult to gain much channel acceptance and support.</p><p>　　Channel Development </p><p>　　A new firm typically starts as a local operation seIli

19、ng in a fairly circumscribed market, using? existing intermediaries. The number of such intermediaries is apt to be limited: a few man?ufacturers' sales agents, a few wholesalers, several established retailers, a few

20、 trucking com?panies, and a few warehouses. Deciding on the best channels might not be a problem; the? problem is often to convince the available inter?mediaries to handle the firm's line.</p><p>　　If th

21、e 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

22、. 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 wi

23、tIing to handle the merchandise. In one country, it mig</p><p>　　International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's

24、 Aldi, the United Kingdom's Tesco, and Spain's 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 stuc

25、k to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. </p><p>　　In short, the channel system evolves as

26、 a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities, and other factors. Consider some of the challenges Dell has encountered in recent years.</p>

27、;<p>　　Hybrid Channels</p><p>　　Today's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used

28、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 still smaller accounts, and the Inter

29、net to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual m</p><p>　　Companies that manage hybrid channels must make sure these channels wor

30、k well together and match each target customer's 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 con

31、venient 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.</p><

32、;p>　　Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.</p><p>　　U

33、nderstanding Customer Needs</p><p>　　Consumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own parti

34、cular ,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 needs during the p

35、urchase process.</p><p>　　Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.</p><p>　　1.Habitual shoppers purchase from the same places in the sa

36、me manner over time.</p><p>　　2.High-value deal seekers know their needs and "channel surf" a great deal before buying at the lowest possible price.</p><p>　　3.Variety-loving shoppers

37、gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.</p><p>　　4.High-involvement shoppers gather information in all channels

38、, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.</p><p>　　One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdo

39、m found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/va

40、lue 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 </p><p>　　Even

41、the same consumer, though, may choose to use different channels for different 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

42、 dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering high

43、er-end goods such as TAG Heuer watches or Callaway golf clubs; th</p><p>　　Value Networks</p><p>　　A supply chain view of a firm sees markets as destination points and amounts to a linear view o

44、f 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. Northwestern's Don Schultz says: &

45、quot;A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schult</p><p

46、>　　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 firm's s

47、uppliers and its suppliers' suppliers, and its immediate customers and their end customers. The value network includes valued relations with others such as university researchers and government approval agencies.<

48、/p><p>　　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 community of suppliers and

49、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 an

50、d 100 hardware add-ons for the Palm operating systems for handheld computers an</p><p>　　Demand chain planning yields several insights. First, the company can estimate whether more money is made upstream or

51、downstream, in case it might want to integrate backward or forward. Second, the company is more aware of disturbances anywhere in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, co

52、mpanies can go online with their business partners to carryon faster and more accurate communications, transactions, and payments to reduce costs, speed up inform</p><p>　　Managing this value network has req

53、uired companies to make increasing investments in information technology (IT) and software. Firms have introduced supply chain management (SCM) software and invited such software firms as SAP and Oracle to design compreh

54、ensive 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 ou

55、t core business processes</p><p>　　Marketers, for their part, have traditionally focused on the side of the value network that looks toward the customer, adopting customer relationship management (CRM) softw

56、are and 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.</p><p><

57、b>　　營銷渠道和價值網(wǎng)絡(luò)</b></p><p>　　大多數(shù)生產(chǎn)者并不是將其產(chǎn)品出售個最終顧客，在生產(chǎn)者和最終顧客之間有一系列的營銷中間機(jī)構(gòu)執(zhí)行著不同的功能。這些中介機(jī)構(gòu)組成了營銷渠道。一般來說，營銷渠道是促使產(chǎn)品和服務(wù)順利的被使用和消費(fèi)的一整套相互依存的組織。他們是一個產(chǎn)品或服務(wù)在生產(chǎn)以后經(jīng)過的一系列途徑，從而使產(chǎn)品或服務(wù)經(jīng)過銷售到達(dá)最終使用者手中。</p><p>

58、　　有的中間機(jī)構(gòu)（如批發(fā)商和零售商）買進(jìn)產(chǎn)品、缺的產(chǎn)品所有權(quán)，然后再出售，它們被稱為買賣中間商。其他一些中介機(jī)構(gòu)（如經(jīng)紀(jì)人、制造商代理人和銷售代理人）則尋找顧客，有時也代表生產(chǎn)廠商同顧客談判，但是不去的產(chǎn)品所有權(quán)，它們被稱為代理商。還有一些中間機(jī)構(gòu)（如運(yùn)輸公司、獨(dú)立倉庫、銀行和廣告代理商）則支持分銷活動，但他們既不取得產(chǎn)品所有權(quán)，也不參與買賣談判，他們被稱為輔助機(jī)構(gòu)。</p><p><b>　　渠道的

59、重要性</b></p><p>　　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%-50%的毛利，對比一下，廣告費(fèi)用通常只占到最終售價的5%-7%。營銷渠道實際上也是一項重要的機(jī)會成本。主要作用之一是將潛在的顧客轉(zhuǎn)換成有利潤的訂單。營銷渠道不僅僅是服務(wù)于市場，他們更要創(chuàng)造市場。</p><

60、p>　　渠道選擇會影響其他所有的營銷決策。公司的定價取決于它是使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要公司提供多少培訓(xùn)和激勵。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(dāng)一個汽車制造商授權(quán)獨(dú)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)而代之以自己的經(jīng)銷點(diǎn)。但同時，渠道選擇本身取決于公司基于市場細(xì)分、目標(biāo)市場和定位考慮而制定的營銷戰(zhàn)略。全面營銷者們確保這些所有

61、不同領(lǐng)域的營銷決策綜合起來創(chuàng)造出最大的價值。</p><p>　　在管理中間商的時候，公司必須決定將多上精力分別用于推進(jìn)和拉動戰(zhàn)略。推動戰(zhàn)略使用制造商銷售隊伍、促銷資金或其他方法推動中間商購進(jìn)、促銷以及銷售給最終使用者。使用推進(jìn)戰(zhàn)略的情況包括在品類中品牌忠誠度較低，品牌選擇在商店現(xiàn)場進(jìn)行，出于沖動才會購買的品牌，以及商品的好處是眾所周知的。在拉動戰(zhàn)略中，制造商適用廣告、促銷和其他溝通渠道方式來吸引消費(fèi)者向中間商購

62、買產(chǎn)品，以激勵中間商訂貨。拉動戰(zhàn)略適用的情況包括高品牌忠誠度、搞產(chǎn)品攝入，即人們能夠認(rèn)知不同品牌間的差異以及人們在去商店之前就選好購買哪個品牌。多年以來，制藥公司僅僅針對醫(yī)生和醫(yī)院做廣告，但在1997年，美國食品及藥物管理局辦不了電視廣告指導(dǎo)方針，開辟了醫(yī)藥品知己到達(dá)消費(fèi)者的道路。這在處于萌芽階段的處方安眠藥行業(yè)尤為明顯。</p><p>　　頂級營銷公司，如可口可樂、因特爾和耐克，能夠技巧性的使用推進(jìn)和拉動戰(zhàn)略

63、。作為推進(jìn)戰(zhàn)略一部分的面向顧客的營銷活動，當(dāng)被輔以用于刺激消費(fèi)者需求的經(jīng)過精心設(shè)計和正確實施的拉動戰(zhàn)略時，會更為有效。另一方面，沒有一定數(shù)量的消費(fèi)者感興趣，要獲得渠道的接受和支持也會十分困難。</p><p><b>　　渠道發(fā)展</b></p><p>　　新成立公司最典型的做法就是在當(dāng)?shù)赜邢薜氖袌鍪褂矛F(xiàn)有的中間商進(jìn)行銷售。這些中間商的數(shù)量是有限的：少數(shù)制造商代理人

64、、少數(shù)批發(fā)商、幾個零售商、少數(shù)運(yùn)輸公司和倉庫，選擇最好的渠道可能不是問題，問題是如何說服現(xiàn)有中間商為公司服務(wù)，</p><p>　　如果公司成功了，他可能會進(jìn)入新的市場并在其他市場內(nèi)各種使用不同的渠道。在較小的市場上，公司可能直接將產(chǎn)品賣給零售商：在較大的市場上，則可能會通過經(jīng)銷商。在農(nóng)村市場上，公司可能使用特許經(jīng)營；在另外一些市場中，則可能通過其他的代理商來銷售。在一個國家里，公司可能使用國際代理商；在另外一個

65、國家，則可能與當(dāng)?shù)毓竞匣铩?lt;/p><p>　　國際市場會產(chǎn)生獨(dú)特的挑戰(zhàn)。消費(fèi)者的購物習(xí)慣隨國家不同而有差異，很多零售商，比如德國的Aldi、英國的Tesco和西班牙的Zara在進(jìn)入一個新市場時，都在一定程度上對自身進(jìn)行重新定義以使自身形象更適合當(dāng)?shù)匦枰托枨?。那些不顧地理差異而固守同樣銷售模式的零售商，如Eddie Bauer、瑪莎百貨和沃爾瑪在進(jìn)入新市場時，有時遇到了困難。</p><p

66、>　　總之，渠道系統(tǒng)的發(fā)展應(yīng)視當(dāng)?shù)貦C(jī)會和條件、潛在威脅和機(jī)會、公司資源和能力以及其他因素而定。思考戴爾公司近些年來遇到的一些挑戰(zhàn)。</p><p><b>　　混合渠道</b></p><p>　　現(xiàn)今成功的公司也在增加市場的渠道數(shù)量或在一個市場中建立混合渠道。與戴爾相反，惠普使用銷售人員向大客戶銷售，使用電話銷售向中等客戶銷售，使用直郵的方式向小客戶銷售，零售

67、商也向小客戶銷售，同時使用互聯(lián)網(wǎng)出售專門產(chǎn)品。通過傳統(tǒng)零售渠道、集市反應(yīng)的互聯(lián)網(wǎng)站、虛擬購物商場和數(shù)以千計的會員站點(diǎn)對市場進(jìn)行分類。</p><p>　　那些經(jīng)營混合渠道的公司必須確保這些渠道可以很好的結(jié)合在一起，并且與每一個目標(biāo)顧客群最為匹配。顧客期望渠道整合能有以下特點(diǎn)：</p><p>　　在線訂購產(chǎn)品在附近的連鎖店拿貨的能力；</p><p>　　在附近的零

68、售商店退回在線訂購產(chǎn)品的能力；</p><p>　　獲得全部線上線下購買的折扣和促銷優(yōu)惠的權(quán)利。</p><p>　　根據(jù)環(huán)路城（circuit city）計算，2006年店內(nèi)取貨占在線銷售量的一半以上。以下是一家公司謹(jǐn)慎的管理多種渠道的案例。</p><p><b>　　了解消費(fèi)者需要</b></p><p>　　消費(fèi)

69、者可能基于以下一系列因素來選擇偏好的渠道：價格、產(chǎn)品分類和渠道便利性以及他們特殊的購物目標(biāo)（經(jīng)濟(jì)、社會或者體驗）。與產(chǎn)品存在細(xì)分市場一樣，使用多種不同類型的渠道的營銷者必須意識到，在購買過程中，不同的消費(fèi)者有著不同的需要。</p><p>　　努涅斯（Nunes）和塞斯普斯特（Cespedes）認(rèn)為，在許多市場中，購買者不外乎以下四類：</p><p>　　習(xí)慣性購買者?？偸窃谙嗤牡胤接?/p>

70、相同的方式進(jìn)行購買。</p><p>　　高價值交易搜尋者。知道自己的需要，并在未取得最低可能價格以前進(jìn)行“渠道沖浪”。</p><p>　　多樣性喜好購買者。在許多渠道收集信息，利用高接觸渠道的服務(wù)，然后在最喜歡的渠道購買，而不在乎價格。</p><p>　　高涉入型購買者。在所有渠道收集信息，在低成本渠道購買，但也會利用高接觸渠道的顧客支持。</p>

71、<p>　　一項針對法國、德國和英國40家食品和衣服零售商的研究發(fā)現(xiàn)，這些國家的零售商服務(wù)于三種購買者：（1）服務(wù)/質(zhì)量型消費(fèi)者：最看重多樣性和產(chǎn)品表現(xiàn)以及提供的服務(wù)；（2）價格/價值型消費(fèi)者：最關(guān)心怎樣明智的消費(fèi)；（3）關(guān)系緊密型消費(fèi)者：只要尋求特別的商店，這些商店主要服務(wù)于與他們相近的人群或者那些他們想要加入的群體的成員。消費(fèi)者構(gòu)成在法德英三個市場的兩類零售商中有所不同：在法國，消費(fèi)者認(rèn)為服務(wù)和質(zhì)量更重要，在英國則是關(guān)

72、系緊密型為主，而在德國是價格和價值型為主。</p><p>　　即使是同一消費(fèi)者，在購買時對于不同的功能也可能使用不同的渠道。例如，有的消費(fèi)者可能在光臨一家商店以前先瀏覽目錄或者在網(wǎng)上訂購汽車以前在經(jīng)銷商處試駕。消費(fèi)者也可能根據(jù)特定產(chǎn)品類型來選擇不同類型的渠道。有的消費(fèi)者愿意到提供高端產(chǎn)品的零售商處買更高價的東西，例如豪雅（TAG Heuer）手表或者卡拉威（Callaway）高爾夫球桿；這些消費(fèi)者也為了省錢而愿

73、意到折扣商店去買商店自有品牌的紙巾、清潔劑或維他命。</p><p><b>　　價值網(wǎng)絡(luò)</b></p><p>　　傳統(tǒng)的供應(yīng)鏈觀點(diǎn)認(rèn)為，公司把市場作為目標(biāo)點(diǎn)，并把供應(yīng)鏈作為一個現(xiàn)行流程。然而，公司應(yīng)該首先選好目標(biāo)市場，然后再從目標(biāo)市場那一點(diǎn)開始向后涉及供應(yīng)鏈，這被稱為需求鏈計劃。美國西北大學(xué)的唐.舒爾茨（Don Schultz）說：“需求鏈管理方式并非是通過系統(tǒng)

74、把產(chǎn)品推銷出去。它強(qiáng)調(diào)顧客在尋找什么解決方案，而非我們能賣給他們什么產(chǎn)品?！笔鏍柎恼J(rèn)為傳統(tǒng)的4P營銷理論應(yīng)該被新的SIVA理念代替，即解決方案、信息、價值和途徑（stands forsolution，information，value和access）。</p><p>　　更廣泛的觀點(diǎn)是把公司看作價值網(wǎng)絡(luò)（value network）——公司為獲得原始資源、擴(kuò)展自己和交付貨物而建立的合伙人和聯(lián)盟合作系統(tǒng)。價值網(wǎng)絡(luò)

75、包括公司的供應(yīng)商和供應(yīng)商的供應(yīng)商以及它的下游客戶和最終顧客。價值網(wǎng)絡(luò)還包括其他有價值的關(guān)系，如與大學(xué)里的研究人員和政府機(jī)構(gòu)的關(guān)系。</p><p>　　公司需要很好的利用這些資源來更好地為目標(biāo)市場傳遞價值。奔邁公司（Palm Inc.）是著名的掌上電腦制造商。它擁有包含半導(dǎo)體、塑料盒、LCD顯示屏和其他附件在內(nèi)的多個供應(yīng)商“團(tuán)體”，同時又聚集了在線和離線的再銷售商，275000個開發(fā)商為奔邁操作系統(tǒng)的掌上電腦和智

76、能手機(jī)創(chuàng)造了多達(dá)21000鐘軟件程序和100個硬件附件。</p><p>　　需求鏈計劃可以幫助公司認(rèn)識到一些問題。首先，當(dāng)公司想要前向或后向一體化時，他可以估計出向上游或下游擴(kuò)展是否更有利可圖。其次，公司可以了解供應(yīng)鏈中那些隨處會導(dǎo)致成本、價格或供應(yīng)突然變化的干擾因素。第三，公司可以通過互聯(lián)網(wǎng)與合作伙伴進(jìn)行更快速、準(zhǔn)確的溝通、交易和支付，這將有助于降低成本、加速信息流動和提高準(zhǔn)確性。例如，福特公司不但要處理很多

77、供應(yīng)鏈，而且要在許多B2B網(wǎng)站和交換臺上作為贊助商或交易商。</p><p>　　管理這個價值網(wǎng)絡(luò)需要公司在信息技術(shù)和軟件上花費(fèi)越來越多的投資。它們邀請軟件公司，諸如SAP和甲骨文（Oracle）公司設(shè)計綜合性企業(yè)資源計劃，管理現(xiàn)金流、生產(chǎn)、人力資源、采購和其他處于同一個完整框架中的功能塊。它們希望打破部門分割，更有效地實施其核心業(yè)務(wù)。然而在大多數(shù)長河中，公司遠(yuǎn)沒有達(dá)到真正的綜合性ERP系統(tǒng)的標(biāo)準(zhǔn)水平。</