外文翻譯--零售企業(yè)的營(yíng)銷策略

1、<p><b>　　畢業(yè)設(shè)計(jì)譯文</b></p><p>　　題目名稱：零售企業(yè)的營(yíng)銷策略</p><p>　　院系名稱：經(jīng)濟(jì)管理學(xué)院</p><p>　　班 級(jí)：市場(chǎng)營(yíng)銷081班</p><p><b>　　學(xué) 號(hào)</b></p><p><b&

2、gt;　　學(xué)生姓名： </b></p><p><b>　　指導(dǎo)教師： </b></p><p><b>　　2013年 03月</b></p><p>　　零售企業(yè)的營(yíng)銷策略 </p><p>　　Philip Kotlor</p><p>　　今天的零售商為了

3、招徠和挽留顧客，急欲尋找新的營(yíng)銷策略。過去，他們挽留顧客的方法是銷售特別的或獨(dú)特的花色品種，提供比競(jìng)爭(zhēng)對(duì)手更多更好的服務(wù) 提供商店信用卡是顧客能賒購商品?？墒?，現(xiàn)在這一切都已變得面目全非了?，F(xiàn)在，諸如卡爾文·克連，依佐和李維等全國(guó)性品牌，不僅在大多數(shù)百貨公司及其專營(yíng)店可以看到，并且也可以在大型綜合商場(chǎng)和折扣商店可以買到。全國(guó)性品牌的生產(chǎn)商為全力擴(kuò)大銷售量，它們將貼有品牌的商品到處銷售。結(jié)果是零售商店的面貌越來越相似。</

4、p><p>　　在服務(wù)項(xiàng)目上的分工差異在逐漸縮小。許多百貨公司削減了服務(wù)項(xiàng)目，而許多折扣商店卻增加了服務(wù)項(xiàng)目。顧客變成了精明的采購員，對(duì)價(jià)格更加敏感。他們看不出有什么道理要為相同的品牌付出更多的錢，特別是當(dāng)服務(wù)的差別不大或微不足道時(shí)。由于銀行信用卡越來越被所有的商家接受，他們覺得不必從每個(gè)商店賒購商品。</p><p>　　百貨商店面對(duì)著日益增加的價(jià)格的折扣店和專業(yè)商店的競(jìng)爭(zhēng)，準(zhǔn)備東山再起。歷

5、史上居于市中心的許多商店在郊區(qū)購物中心開設(shè)分店，那里有寬敞的停車場(chǎng)，購買者來自人口增長(zhǎng)較快并且有較高收入的地區(qū)。其他一些則對(duì)其商店形式進(jìn)行改變，有些則試用郵購盒電話訂貨的方法。超級(jí)市場(chǎng)面對(duì)的是超級(jí)商店的競(jìng)爭(zhēng)，它們開始擴(kuò)大店面，經(jīng)營(yíng)大量的品種繁多的商品和提高設(shè)備等級(jí)，超級(jí)市場(chǎng)還增加了它們的促銷預(yù)算，大量轉(zhuǎn)向私人品牌，從而增加盈利。</p><p>　　現(xiàn)在，我們討論零售商在目標(biāo)市場(chǎng)、產(chǎn)品品種和采辦、服務(wù)以及商店氣氛

6、、定價(jià)、促銷和銷售地點(diǎn)等方面的營(yíng)銷策略。</p><p><b>　　一、目標(biāo)市場(chǎng)</b></p><p>　　零售商最重要的決策時(shí)確定目標(biāo)市場(chǎng)。當(dāng)確定目標(biāo)市場(chǎng)并且勾勒出輪廓時(shí)，零售商才能對(duì)產(chǎn)品分配、商店裝飾、廣告詞和廣告媒體、價(jià)格水平等作出一致的決定。如沃爾瑪?shù)哪繕?biāo)市場(chǎng)相當(dāng)明確：</p><p>　　1962年山姆·沃頓及其兄弟在阿

7、肯色州開辦了第一家沃爾瑪折扣店。這是一家龐大的的倉庫是商店，旨在以最低的價(jià)格向小城鎮(zhèn)的美國(guó)人銷售各種商品，從服飾到零件以及小型用具等。今天的沃爾瑪在美國(guó)有2363家折扣店，包括454個(gè)超級(jí)中心、444家山姆俱樂部和4家折扣中心。它每年的銷售額達(dá)1170億美元，成為世界頭號(hào)零售商。它擴(kuò)展沃爾瑪附近的超級(jí)市場(chǎng)藥店業(yè)務(wù)。沃爾瑪?shù)拿卦E是：以小城鎮(zhèn)的美國(guó)人為目標(biāo)，傾聽顧客意見，待員工如伙伴，嚴(yán)格控制各項(xiàng)費(fèi)用。寫著“滿意的保證”、“我們售價(jià)更低”的

8、標(biāo)語懸掛在每個(gè)商店大門的醒目處，用“向消費(fèi)者致敬的”方式迎接顧客。沃爾瑪常常成為零售業(yè)的先鋒。它使用“天天低價(jià)”定價(jià)法和電子數(shù)據(jù)交換，加快了倉庫補(bǔ)貨速度，現(xiàn)被其他零售商作為定點(diǎn)超越的目標(biāo)，它作為美國(guó)大商品企業(yè)第一個(gè)進(jìn)入全球零售行業(yè)。它已經(jīng)在海外開設(shè)了600多家商店—阿根廷、巴西、中國(guó)、韓國(guó)和墨西哥，并且還在增加。</p><p><b>　　二、產(chǎn)品品種和采購</b></p>

9、<p>　　零售商所經(jīng)營(yíng)的產(chǎn)品品種必須與目標(biāo)市場(chǎng)可能購買的商品相一致。零售商必須決定產(chǎn)品品種組合的寬度和深度。例如，在餐飲業(yè)，一家餐館可以提供窄而淺的品種（小型午餐），窄而深的品種（各種熟食），寬而淺的品種（自助餐），或者寬而深的品種（大飯店）。</p><p>　　一旦零售商對(duì)產(chǎn)品品種戰(zhàn)略決策以后，它必須決定它的采辦資源、政策和具體做法。在一家超級(jí)市場(chǎng)連鎖店的公司總部，專業(yè)采購人員（有時(shí)叫做商品經(jīng)理）

10、具有開發(fā)品種搭配和聽取銷售人員介紹新品牌的責(zé)任。在一些連鎖商店，他們的權(quán)利僅限于甄別一些顯然要拒絕或接受的新品目上，否則他們就只能將新產(chǎn)品品目交給連鎖店所屬的采購委員會(huì)審批。</p><p><b>　　三、服務(wù)與購物環(huán)境</b></p><p>　　零售商還必須向顧客所提供商務(wù)服務(wù)組合：</p><p>　　售前服務(wù)包括：接受電話和郵購訂貨，

11、廣告，櫥窗和店內(nèi)陳列，試衣間，營(yíng)業(yè)時(shí)間，時(shí)裝表演，舊貨折價(jià)收進(jìn)。</p><p>　　售后服務(wù)包括：送貨上門，禮品包扎，商品調(diào)整，退貨，換貨，定制，安裝。 </p><p>　　輔助服務(wù)包括：提供一般信息，兌換支票，免費(fèi)停車，餐廳，修理，內(nèi)部裝飾，賒賬信用交易，休息室，照看嬰兒服務(wù)。</p><p>　　氣氛是產(chǎn)品庫里的另一個(gè)要素。每個(gè)商品都有一個(gè)實(shí)體的布局，從而使

12、人們?cè)诘陜?nèi)容易或不容易走動(dòng)。每個(gè)商店都有一個(gè)門面。商店必須精心構(gòu)思，使其具有一種適合目標(biāo)市場(chǎng)的氣氛，使顧客樂于購買。如殯儀館應(yīng)該是靜謐、陰郁、平和的，而夜總會(huì)則應(yīng)該是輝煌、喧嘩和激動(dòng)人心的。</p><p><b>　　四、價(jià)格策略</b></p><p>　　價(jià)格是一個(gè)關(guān)鍵的定位因素，它必須根據(jù)目標(biāo)市場(chǎng)、產(chǎn)品服務(wù)分配組合和競(jìng)爭(zhēng)的有關(guān)情況來加以確定。所有的零售商都希望

13、以高價(jià)銷售并能擴(kuò)大銷售量，但是往往難以兩全其美。零售商大部分可分為高成本和低銷售（如高級(jí)品商店）或低成本和高銷量（如大型綜合商場(chǎng)和折扣商店）兩大類。在這兩類中還可以進(jìn)一步細(xì)分。例如，設(shè)在好萊塢貝弗利山的羅迪歐大道上的Bijan 公司所售的服裝的定價(jià)從1000美元開始，鞋子的最低價(jià)是400美元。另一個(gè)極端的例子是紐約的超級(jí)折扣商店，價(jià)格比一般的折扣商店還要低得多。</p><p>　　零售商還必須重視定價(jià)戰(zhàn)術(shù)。大部

14、分零售商對(duì)某些產(chǎn)品標(biāo)價(jià)比較低，以此作為招徠商品，有時(shí)候還要舉行全部商品大減價(jià)的活動(dòng)。它們對(duì)周轉(zhuǎn)較慢的商品采取低標(biāo)價(jià)的方法。</p><p>　　越來越多的零售商在放棄“促銷定價(jià)”而偏向“天天低價(jià)”。天天低價(jià)降低了廣告費(fèi)用，定價(jià)趨于穩(wěn)定，使商品公平和可信賴的形象加強(qiáng)，因而獲得更多的零售利潤(rùn)。通用汽車公司的土星事業(yè)部，發(fā)出低價(jià)目表并拒絕與經(jīng)銷商討價(jià)還價(jià)。</p><p><b>　　

15、五、促銷策略</b></p><p>　　零售商廣泛使用促銷工作來產(chǎn)生交易和購買。它們發(fā)布廣告，進(jìn)行特價(jià)銷售，發(fā)放省錢的贈(zèng)券，最近增加了對(duì)經(jīng)常購買者的優(yōu)惠活動(dòng)，對(duì)店內(nèi)食品樣品品嘗，以及愛貨架上或結(jié)賬處擺放贈(zèng)券等。每個(gè)零售商利用促銷工具以支持并加強(qiáng)其形象定位。高級(jí)商店會(huì)在《時(shí)尚》和《哈珀》等流行時(shí)裝雜志上刊登廣告。高級(jí)商店對(duì)培訓(xùn)銷售人員總是非常認(rèn)真，教他們?nèi)绾谓哟櫩停斫馄湟蟛⒔獬湟蓱]，處理其意見

16、。低價(jià)零售商安排它們的商品促銷可以討價(jià)還價(jià)和節(jié)約省錢，同時(shí)又保留了服務(wù)和銷售幫助。</p><p><b>　　六、選址決策</b></p><p>　　零售商總是強(qiáng)調(diào)說零售成功的三個(gè)關(guān)鍵因素是渠道，渠道，還是渠道。顧客總是選擇一家理他們最近的銀行和加油站。百貨商店連鎖組織、石油公司和快餐特許經(jīng)營(yíng)店在選擇位置時(shí)特別謹(jǐn)慎。這個(gè)問題可以分解為在一國(guó)的哪些地區(qū)開店，然后是哪

17、些城市，最后是哪些具體的場(chǎng)所。</p><p>　　零售商可在中心商業(yè)區(qū)、地區(qū)購物中心、社區(qū)購物中心、購物區(qū)或在大商店內(nèi)選擇開設(shè)商店的地點(diǎn)。</p><p>　　1. 中心商業(yè)區(qū)。中心商業(yè)區(qū)往往是城市中最古老、交通最擁擠的地區(qū)，常常成為“商業(yè)區(qū)”。商店和辦公室租金一般較高。</p><p>　　2. 地區(qū)購貨中心。在5英里 ~20英里的半徑內(nèi)設(shè)40家~200家商店。

18、通常，一個(gè)購貨中心突出一個(gè)或兩個(gè)諸如J.C.彭尼或L&T的全國(guó)性大商店，大量的是小商店，許多是特許經(jīng)營(yíng)店。這些商場(chǎng)有吸引力是因?yàn)橛袑挸ǖ耐＼噲?chǎng)，購物一次完成，有餐館和娛樂設(shè)施。成功的商場(chǎng)租費(fèi)高昂，但能獲得商場(chǎng)利潤(rùn)的分配份額。</p><p>　　3. 社區(qū)購物中心。是較小的商場(chǎng)，通常一家大商店夾在20家~40家小商店之中。</p><p>　　4. 購物區(qū)。為附近居民日常雜貨、五金

19、、洗衣、修鞋和干洗服務(wù)的一群商店，其間有一大建筑物，其服務(wù)對(duì)象開車5分鐘~10分鐘就能到達(dá)。</p><p>　　5. 店中店?，F(xiàn)在日益增加的現(xiàn)象時(shí)在大商店內(nèi)設(shè)立一些著名的零售商（麥當(dāng)勞、星巴克、內(nèi)森、鄧金·唐納斯），它們?cè)诖蟮陜?nèi)租借地方設(shè)立新的較小的單位或經(jīng)營(yíng)，這些場(chǎng)所，這些場(chǎng)所也包括飛機(jī)場(chǎng)、學(xué)校、沃爾瑪或百貨公司。</p><p>　　由于客流量大和租金高這兩者之間存在矛盾，

20、零售商必須為自己的商店選擇有利的地點(diǎn)。他們可使用各種不同的方法對(duì)設(shè)店地點(diǎn)進(jìn)行評(píng)估，如統(tǒng)計(jì)交通流量，調(diào)查顧客的購物習(xí)慣，分析有競(jìng)爭(zhēng)能力的地點(diǎn)等。</p><p>　　零售商可以通過檢查是個(gè)指標(biāo)來評(píng)估某個(gè)商店的銷售效益：（1）平均每天經(jīng)過的人數(shù)；（2）來店光顧的人數(shù)比例；（3）光顧的人中購物顧客的比例；（4）每次購買的平均金額。</p><p>　　文章摘自PhilipKotler: Mark

21、eting Management.Prentice-Hall International（524-530）</p><p>　　MARKETNG DECISIONS OF RETAILER </p><p>　　Retailers today are anxious to find new marketing strategies to attract and hold customers

22、. In the past they held customers by offering convenient location, special or unique assortments of goods, greater or better services than competitors, and store credit cards. All of this has changed. Today, national bra

23、nds such as Calvin Klein, Izod, and Levi are found in most department store, in their drive for volume , national-brand manufacturers have place their branded goods everywhere. The result is</p><p>　　Service

24、 differentiation also has eroded. Many department stores have trimmed services, and many discounters have increased services. Customers have become smarter shoppers. They do not want to pay more for identical brands, esp

25、ecially when service differences have diminished. Nor do they need credit form a particular store, because bank credit cards have become almost universal.</p><p>　　In the face of increased competition for di

26、scount houses and specialty stores, department stores are waging a comeback war. Once located in the center of cities, many opened branches in suburban shopping centers, where parking is plentiful and family incomes are

27、higher. Others run more frequent sales, remodel their stores, and experiment with mail-order and telemarketing. Facing competition form superstores, supermarkets have opened larger stores, carrying a larger number and va

28、riety of items, a</p><p>　　We will examine retailers’ marketing decisions in the areas of target market, product assortment and procurement, services and store atmosphere, price, promotion, and price.</p&

29、gt;<p>　　Target Market</p><p>　　A retailers’ most important decision concerns the target market. Until the target market is defined and profiled, the retailer cannot make decisions on product assortme

30、nt, store décor, advertising messages and media, price, and service levels.</p><p>　　Some retailers have defined their target markets quite well:</p><p>　　Wal-Mart. The late Sam Walton and

31、his brother opened the first Wal-Mart discount store in Rogers, Arkansas, in 1962. It was a big, flat, warehouse-type store selling everything from apparel to automotive supplies to small appliances at the lowest possibl

32、e prices to small-town America. More recently, Wal-Mart has been building stores in larger cities. Today, Wal-Mart operates 2363 discount stores in the United States, including 454 supercenters, 444 Sam’s clubs, and 41 d

33、istribution centers. Its a</p><p>　　Product Assortment and Procurement </p><p>　　The retailers’ product assortment must match the target markets’ shopping expectations. The retailer has to decid

34、e on product-assortment breadth & depth. Thus a restaurant can offer a narrow and shallow assortment (small lunch counters), a narrow and deep assortment (delicatessen), a broad and shallow assortment (cafeteria), or

35、 a broad and deep assortment (large restaurant). </p><p>　　After deciding on the product-assortment strategy, the retailer must decide on procurement sources, policies, & practices. In the corporate head

36、quarters of a supermarket chain, specialist buyers are responsible for developing brand assortments and listening to presentations by salespersons. In some chains, buyers have the authority to accept or reject new item

37、s. In other chains, they are limited to screening “obvious rejects” and “obvious accepts”; they bring other items to the buying committe</p><p>　　Services and store atmosphere </p><p>　　Retailer

38、s must also decide on the services mix to offer customers: </p><p>　　Pre-purchase services include accepting telephone and mail orders, advertising, window and interior display, fitting rooms, shopping hours

39、, fashion shows, trade – ins. </p><p>　　Post-purchase services include shipping and delivery, gift-wrapping, adjustments and returns, alterations and tailoring, installations, engraving. </p><p>

40、;　　Ancillary services include general information, check cashing, parking, restaurants, repairs, interior decorating, credit, rest rooms, and baby-attendant service. </p><p>　　The services mix is a key tool

41、for differentiating one store from another, so is atmosphere. </p><p>　　Atmosphere is another element in the store arsenal. Every store has a physical lay out that makes it hard or easy to move around. Every

42、 store ‘has a look’. The store must embody a planned atmosphere that suits the target market and draws consumers towards purchase. A funeral parlor should be quiet, somber, and peaceful. A dance club should be bright, lo

43、ud, and vibrating.</p><p>　　Price decision </p><p>　　Prices are a key positioning factor and must be decided in relation to the target market, the product-and-service assortment mix, and competi

44、tion. All retailers would like to achieve high volumes and high gross margins. They would like high Turns x Earns, but the two usually do not go together. Most retailers fall into the high-mark up, lower volume group (fi

45、ne specialty stores) or the low-mark up, higher volume group (mass-merchandisers and discount stores). Within each of these groups are furt</p><p>　　Retailers must also pay attention to pricing tactics. Most

46、 retailers will put low prices on some items to serve as traffic builders or loss dealers. They will run storewide sales. They will plan markdowns on slower-moving merchandise. </p><p>　　Some retailers have

47、abandoned “sales pricing” in favor of everyday low pricing (EDLP). EDLP could lead to lower advertising costs, greater pricing stability, a stronger store image of fairness and liability, and higher retail profits. Gener

48、al Motors’ Saturn division states a low list price for its dealers don’t bargain. </p><p>　　Promotion decision </p><p>　　Retailers use a wide range of promotion tools to generate traffic and pur

49、chases. They place ads, run special sales, issue money saving coupons, and run frequent shopper-reward programs, in-store food sampling, and coupons on shelves or at checkout points. Each retailer must use promotion tool

50、s that support and reinforce its image positioning. Fine stores will place tasteful full-page ads in magazines such as Vogue and Harper’s. They will carefully train salespeople to greet customers, interpret </p>&

51、lt;p>　　Place decision </p><p>　　Retailers are accustomed to saying that the three keys to success are “l(fā)ocation, location, and location”. Customers generally choose the nearest bank and gas station. Depar

52、tment-store chains, oil companies, and fast food franchisers exercise great case in selecting locations. The problem breaks down into selecting regions of the country in which to open outlets, then particular cities, and

53、 then particular sites. </p><p>　　Retailers can locate their stores in the central business district, a regional shopping center, a community shopping center, a shopping strip, or within a large store. </

54、p><p>　　Central business districts: This is the oldest and most heavily trafficked city area, often known as “downtown.” Store and office rents are normally high. </p><p>　　Regional shopping center

55、s: These are large suburban malls containing 40-200 stores. They usually draw customers from 5- to 20-mile radius. Typically, malls feature one or two national known anchor stores, such as JCPenney or Lord & Taylor,

56、and a great number of smaller stores, many under franchise operation. Malls are attractive because of generous parking, one-stop shopping, restaurants, & recreational facilities. Successful malls change high rents an

57、d get a share of stores’ sale.</p><p>　　Community shopping centers: These are smaller malls with one anchor store and between 20-40 smaller stores. </p><p>　　Strip malls. These contain a cluster

58、 of stores, usually housed in one long building, serving a neighborhood’s needs for groceries, hardware, laundry, shore repair, and dry cleaning. They usually serve people within a five- to ten-minute driving rang. </

59、p><p>　　A location within a larger store: Certain well known retailers McDonald's, Starbucks, Nathan’s, Dunkin’ Donuts- locate new, small units as concession space within larger stores or operations, such a

60、s airports, schools, Wal-Marts, or department stores.</p><p>　　In view of the relationship between high profits and high rents,, retailers must decide on the most advantageous locations for their outlets. Th

61、ey can use a variety of methods to assess location, including traffic counts, surveys of consumer shopping habits, analyses of competitive locations. </p><p>　　Retailers can assess a particular’s stores sal

62、es effectiveness by looking at 4 indicators: (1) number of people passing by on an average day; (2) percentage who entered the store; (3) percentage of those entering who buy; (4) average amount spent per sale.</p>