⑴ 幫忙找個國際營銷案例分析，要全英文
3000-4000字的沒有，如果你要一個5，60頁的英文國際營銷案例報告，我可以把我作業借你抄下。
不然從我書上給你扒一篇？
⑵ 商務英語案例分析 英文的 急用！給50分
麻煩你打出來
⑶ 英文案例分析
A Chinese young man worked at acompany in the United States. One dayhe was asked by his American supervisorto come to his office for a report, as theChinese man was thought of as a
competent candidate for it. The
American supervisor said to the Chineseemployee, Since the report is so
important, I hope that you can finish it ontime. But just tell me how long it willtake you to finish this report?The
Chinese man answered, "I do not know.But how long should it take?The
American said, "You are in the bestposition to analyze time
requirements."Then the Chinese manreplied,"20 days."
Then the American supervisor said,"Take 15. It is agreed you will doit in 15days." In fact the report needed 30 daysof regular work. So the Chinese
employee worked day and night, but atthe end of the 15th dav. he still needed Then the American supervisor said,"Take l5. It is agreed you willdoitin 15days." In fact the report needed 30 daysof regular work. So the Chinese
employee worked day and night, but atthe end of the 15th day, he still neededone moreday's work. He was asked tohand in his report by the American
supervisor, "Where is the report?theAmerican supervisor asked. The Chinesereplied, "It will be ready tomorrow."Butwe agreed that it would be ready
today."The American said firmly. Thenext day the Chinese employee handedin his resignation. The American
supervisor was shocked.
Question: Explainthe reason whyChinese left and the American was surprised?
⑷ 急！求關於市場營銷（最好是關於營銷策略的）的英文文獻2000字左右的，最好帶翻譯，在線等！
大家知道，企業管理包括生產管理、營銷管理和財務管理等多個方面，而財務管理是企業整個管理體系的核心，企業的財務管理目標即是企業追求的目標。可見，只有以財務管理為中心，協調運作管理體系的各個方面，才能有效地強化企業管理，促進企業發展。從全國來說，民營企業數量眾多、分布廣泛、特點各異，再加上受宏觀經濟環境化和體制影響，民營企業在加強財務管理方面遇到了一定的阻力，例如：政策的「歧視」使民營企業和大型企業不能公平競爭，地方政府、行業管理部門的干預，使民營企業的財務管理目標短期化，再主要的就是民營企業財務管理受業主的影響過大等一些主觀因素的存在，導致財務管理的重要性被忽視。所以，其財務管理中存在的問題也多種多樣，我認為，目前普遍存在的問題和原因主要有：
（一）融資困難，周轉資金不足，使財務管理成斷源之湖。
目前，我國民營企業初步建立了較為獨立、渠道多元的融資體系，但是，融資難、擔保難，仍然是制約民營企業發展的最突出的問題，主要問題是：第一，負債過多，融資成本高，風險大，造成民營企業信用等級低，資信相對較差。第二，大多數民營企業是非大型企業，有些銀行受傳統觀念和行政干預的影響，對其貸款不夠熱心。第三，中介機構不健全，缺乏專門為民營企業貸款服務的金融中介機構和貸款擔保機構。
分析其主要原因表現在兩個方面：一是金融業對民營企業的信貸支持不夠。我國金融系統從設置到服務項目，大都是以大企業為服務對象，民營企業的信貸服務往往被忽視。由於貸款難，生產經營過程中所需資金不足，極大制約了民營企業的發展。有的民營企業，雖存在暫時困難，但銀行一旦支持就能起死回生；二是民營企業的融資渠道單一，難以適應市場需求的變化。由於有的民營企業，在既得不到銀行的貸款支持，又不具有自我融資或向社會公開融資能力，無形中，加強企業財務管理也就成了一句空話，財務管理也就成了斷源之湖。
（二）財務控制薄弱，缺乏科學性，使財務管理舉步艱難。
大部分民營企業存在財務控制環節薄弱，而且對加強財務管理方面不夠重視，沒有從真正意義上理解財務管理在企業中的地位。主要問題有：一是資金管理不嚴，財務控制薄弱，造成資金閑置或不足。二是應收賬款周轉緩慢，造成資金回收困難。三是存貨控制薄弱，造成資金呆滯。四是重錢輕物，資產流失嚴重。
分析其原因主要是：一是有些民營企業認為現金越多越好，致使大量現金未參加周轉，有的是資金缺少計劃安排，過量購置不動產，而使企業無法應付經營急需的資金，陷入財務困境。二是沒有建立嚴格的賒銷政策，缺乏有力的摧收措施，應收款不能兌現或形成呆賬。三是很多民營企業月末存貨佔用資金往往超過其營業額的兩倍以上，造成資金呆滯周轉失靈。四是不少民營企業管理者，對原材料、半成品、固定資產等管理不到位，出了問題無人追究，資產浪費嚴重。分析以上原因，最重要的是因為企業上層領導財務管理觀念落後，缺乏科學性，在思想上沒有真正理解財務管理對做大做強一個企業所起到的作用，沒有將財務管理納入企業管理的有效機制中，缺乏現代財務管理觀念，使財務管理失去了它在企業管理中應有的地位和作用，舉步艱難。
（三）管理模式疆化，管理觀念陳舊，使財務管理暗然失色。
由於長期以來在思想上受到舊的財務制度的約束，企業管理人員的觀念比較滯後。主要問題有：一是企業的投資者同時就是經營者。二是企業管理者的管理能力和管理素質差，管理思想落後。
分析其原因主要是：民營企業典型的管理模式是所有權和經營權高度統一，企業的投資者同時就是經營者，這種模式勢必給企業的財務管理帶來負面影響，民營企業中相當一部分屬於個體私營性質，在這些企業中，企業領導者集權現象嚴重，並且對財務管理的理論方法缺乏應有的認識和研究，致使其職責不分，越權行事，造成財務管理混亂，財務監核不嚴，會計人員獨舟難行，想規范管理很難。大部分企業沒有或無法建立內部審計部門，即使有，也很難保證內部審計的獨立性。另外，有些企業沒有將財務管理納入企業管理的有效機制中，缺乏現代財務管理觀念，多數民營企業家尚未建立起諸如時間價值、風險價值、邊際成本、機會成本等科學管理的概念，由於管理模式疆化，管理觀念陳舊，使財務管理暗然失色，失去了它在企業管理中應有的地位和作用。
First, the privately operated enterprise the question and the reasonanalysis which exists in the financial control As everybody knows, business management including proctionmanagement, marketing management and financial control and so on manyaspects, but the financial control is the enterprise entire managementsystem core, enterprise's financial control goal is a goal which theenterprise pursues. Obviously, only has take the financial control asthe center, the coordination operates management system each aspect,can effectively strengthen the business management, the promotionenterprise develops.Said from the nation that, the privately operated enterprise quantitymultitudinous, distributed is widespread, the characteristicrespectively differently, in addition receives the macroscopiceconomic environment and the system influence, the privately operatedenterprise was strengthening the financial control aspect to meet thecertain resistance, for example: The policy "the discrimination"causes the privately operated enterprise and the major instry cannotthe fair competition, the local authority, the profession controlsection's intervention, causes the privately operated enterprise thefinancial control goal short-term, again is main is the privatelyoperated enterprise financial control owner's influence oversized andso on some subjective factors existences, causes the financial controlthe importance to neglect. Therefore, in its financial control existsquestion also many and varied, I believed, at present the universalexistence question and the reason mainly have: .
(1) financing difficulty, the revolving fund is insufficient, causeslake of the financial control Cheng Duanyuan. At present, the our country privately operated enterprise initiallyestablished has been independent, the channel many Yuan financingsystem, but, financed difficultly, to guarantee difficultly, still wasthe most prominent question which the restriction privately operatedenterprise developed, the main question was: First, is in debtexcessively many, financing cost high, risk big, creates the privatelyoperated enterprise credit rank low, helps the letter relatively to beworse. Second, the majority privately operated enterprise right andwrong major instry, some banks the traditional ideas and theadministrative intervention influence, insufficiently are warm-heartedto its loan. Third, the facilitating agency is not perfect, lacksspecially the financial facilitating agency and the loan guaranteeorganization which serves for the privately operated enterprise loan. Analyzes its main reason to display in two aspects: One is the financeinstry is insufficient to the privately operated enterprise's creditaid. Our country finance system from establishes to the serviceproject, mostly is take the big enterprise as the service object, theprivately operated enterprise's credit service is often neglected.Because the loan is difficult, in the proction management processneeds the fund to be insufficient, enormously has restricted theprivately operated enterprise's development. Some privately operatedenterprises, although exists temporarily difficultly, but the bankonce supports can bring back to life; Two is the privately operatedenterprise's financing channel is unitary, adapts the market demandchange with difficulty. As a result of some privately operatedenterprises, in both cannot obtain the bank the loan support, and doesnot have self- financing or to the social public financing ability,imperceptibly, strengthened the enterprise financial control also tobecome an empty talk, the financial control has also become mediateslake of the source.
(2) financial control is weak, lacks the scientific nature, causes thefinancial control to take a step difficultly. The majority of privately operated enterprises have the financialcontrol link to be weak, moreover to strengthens the financial controlaspect insufficiently to take, has not understood the financialcontrol from the true significance in enterprise's status. The mainquestion includes: One is the fund management is lax, financialcontrol weak, creates the fund to leave unused or to be insufficient.Two is the receivable account funds turnover is slow, causes the fundrecycling difficulty. Three, the inventory control is weak, createsthe fund delay. Four is re- Qian Qingwu, the property drainsseriously. Analyzes its reason mainly is: One is some privately operatedenterprises thought cash more the better, causes the massive cashesnot to participate in the turnover, some are the fund lacks the planarrangement, excessive purchase real estate, but causes the enterpriseto be unable to deal with the management urgently needed fund, fallsinto the financial difficult position. Two is does not have theestablishment strict selling on credit policy, lacks powerfullydestroys receives the measure, should receive money cannot cash orform the ll account. Three is very many privately operatedenterprises end of the month the goods in stock takes the fund oftento surpass its turnover above two times, creates the fund delayturnover to malfunction. Four is many privately operated enterprisessuperintendents, to management and so on raw material, half-finishedproct, fixed asset did not arrive, leaves question nobody toinvestigate, the property waste was serious. Above analyzes thereason, most importantly because the enterprise upper formationleadership financial control idea is backward, lacks the scientificnature, the untrue understanding financial control to does in thethought greatly makes the role which the strong enterprise plays, hasnot bought into line with the financial control the businessmanagement in the effective mechanism, lacks the modern financialcontrol idea, caused the financial control to lose it the status andthe function which should have in the business management, took a stepdifficultly.
3) management pattern boundary, manages the idea obsoletely, causesthe financial control to be dark however 失色. Because receives the old financial system since long ago in thethought the restraint, business management personnel's idea comparisonlag. The main question includes: One is at the same time enterprise'sinvestor is the operator. Two is the enterprise superintendent'smanagement ability and the management quality bad, manages the thoughtto be backward. Analyzes its reason mainly is: The privately operated enterprise modelmanagement pattern is the property rights and the operating righthighly unifies, at the same time enterprise's investors is theoperator, this kind of pattern inevitably will give the enterprise thefinancial control to bring the negative influence, in the privatelyoperated enterprise quite a part will belong to the indivial tooperate privately the nature, in these enterprises, enterprise leadercentralization phenomenon serious, and will lack the understanding andthe research to the financial control theory method which will besupposed to have, will cause its responsibility not to divide, exceedsauthority to handle affairs, creates the financial control chaotic,the finance will supervise the nucleus not to be lax, accountant thepersonnel alone boat difficult line, to think the standard managementwill be very difficult. The majority of enterprises not or are unableto establish the interior auditing department, even if has, also isvery difficult to guarantee the internal audit the independence.Moreover, some enterprises have not bought into line with thefinancial control the business management in the effective mechanism,lacks the modern financial control idea, the most privateenterpreneurs not yet establish such as scientific management the andso on time value, risk value, marginal cost, opportunity cost concept,as a result of the management pattern boundary, manages the ideaobsoletely, causes the financial control to be dark however 失色,has lost it the status and the function which should have in thebusiness management.
⑸ 國際市場營銷案例分析
1我認為應該沿用中檔產品品牌，實施統一品牌決策。企業應當先把長遠利益放在首位，企業最內終都要以世界知名容品牌為目標，但是就要暫時放棄低檔產品市場，不能在低檔產品市場收益。反之，如果再開創一個新的品牌，雖然可以拓寬市場，增加低擋產品這塊市場，但是，低檔產品的品牌企業也會比自己新開創的品牌更具競爭力，收益不會很大。
2市場細分沒有做好，針對不同的消費人群銷售不同定位的產品，要了解宗教信仰
⑹ 國外企業營銷分析
「變臉」麥當勞讓品牌更年輕 案例主體： 麥當勞公司 市場地位： 世界快餐食品老大，但是近年來在全球各地市場受到了其他快餐品牌的挑戰。在中國市場，麥當勞一直屈居老鄉肯德基之下。 市場意義： 麥當勞在全球同步推出的「我就喜歡」品牌更新活動，被很多人稱為麥當勞的「變臉」行動。麥當勞一改幾十年不變的「迎合媽媽和小孩」的快樂形象，變成年輕化、時尚化的嘻哈形象。 市場效果： 麥當勞公司公布的2003年11月份銷售收入增長了14.9%,亞太地區的銷售收入增長了16.2%。公司的股價逆市上漲，創下了16個月以來的新高。JP摩根集團2003年12月稱，麥當勞在全球經營已經有了很大的改變，並將麥當勞的股票評級從「一般市場表現」調升至「超出市場表現」。 案例背景： 2002年的麥當勞可謂麻煩不斷，10月，麥當勞股價跌至7年以來的最低點，比1998年縮水了70%，2002年第四季度公司第一次出現了虧損。2002年11月8日，麥當勞總部宣布，公司將從3個國家完全撤出，並關閉其他10個國家的175家連鎖店。在中國大陸，麥當勞各方面的表現一直比老鄉肯德基遜色不少。近兩年，麥當勞在本土被漢堡王等快餐店搶去了不少市場份額，在亞洲、中東等地銷售額下降明顯。 營銷專家米爾頓·科特勒在接受本刊記者采訪時提出，快餐食品對消費者健康的影響、民族和文化意識，以及品牌老化是麥當勞在全球和中國遇到大麻煩的三大主要原因。 2002年初，麥當勞新的全球首席營銷官拉里·萊特（Larry Light）上任。拉里·萊特是「品牌價值管理」（BVM）體系的創立者之一，他上任後，策劃了麥當勞歷史上第一次品牌更新計劃，取代了以前以「微笑」為主體的營銷活動。 麥當勞2003年營銷事件回放 2003年8月，麥當勞中國發展公司宣布，來自天津的孫蒙蒙女士成為了麥當勞在內地的首個特許加盟商，近期內將選中5個特許加盟商。 2003年9月2日，麥當勞公司在德國慕尼黑宣布正式啟動「我就喜歡」品牌更新計劃。這是麥當勞公司第一次同時在全球100多個國家聯合起來用同一組廣告、同一種信息來進行品牌宣傳。 2003年9月22日，麥當勞「我就喜歡」活動在中國正式啟動，《我就喜歡》歌曲中文版創作及演唱者王力宏參加了發布會。 2003年9月25日開始，麥當勞的兩個新的充滿活力的電視廣告開始在全國播放，另外三個電視廣告也於2003年底到2004年間播放。 2003年11月24日，麥當勞與中國移動通信集團公司旗下「動感地帶」(M-Zone)宣布結成合作聯盟，由動感地帶客戶投票自主選擇的當季度「動感套餐」也同時揭曉，並在全國麥當勞店內同步推出。 麥當勞中國表示麥當勞將在近期內在中國餐廳內提供WiFi服務，屆時中國消費者將可以在麥當勞餐廳享受無線上網的樂趣。 麥當勞營銷策略解析 在新任首席營銷官拉里·萊特的主持下，受銷售額下滑困擾的麥當勞在總部召開了一次全球性廣告峰會，在其廣告代理商中掀起了創意競爭熱潮。麥當勞的主要廣告代理商集思廣益，為這家全球最大的快餐連鎖公司打造新品牌、制定新營銷策略產生了一個新的全球營銷主題 ——「我就喜歡」。麥當勞首席執行官康塔洛普說：「我們曾經是廣告和營銷的亮麗典範，我們將再次成為這方面的高手。」 變臉，讓品牌年輕時尚化 麥當勞面臨的最大困擾就是「品牌老化」的問題。米爾頓·科特勒先生說，麥當勞以前並沒有首席營銷官的職位，50年不變的「麥當勞叔叔」就是麥當勞的「首席快樂官」（Chief Happiness Officer）。以前，笑容可掬的「麥當勞叔叔」對於兒童、青少年、父母等細分市場都非常有親和力，是不錯的「品牌代言人」。 但是，隨著時間的推移，麥當勞的定位以及品牌的概念隨著社會外部環境的變化已經很陳舊了。根據麥當勞做過的一次顧客調查，很多年輕消費者認為「麥當勞叔叔」的形象非常老土、可笑。年輕的嘻哈一族覺得麥當勞是小孩子去的地方，他們更喜歡「酷」、刺激和冒險的舉動。麥當勞如果不品牌更新的話，只有一年年的老下去。 「我就喜歡」把目標顧客定在了麥當勞流失得最快、公司最需要抓住的年輕一族，所有的品牌主題都圍繞著「酷」、「自己做主」、「我行我素」等年輕人推崇的理念。以在中國地區為例，首先，廣告語就贏得了很多年輕人的好評，一個中學生在被問及對麥當勞廣告的看法時說：「『我就喜歡』裡面的『就』字很酷，我特別欣賞。」中文麥當勞歌曲的創作者及演唱者王力宏在年輕人中很有號召力，是有主見、有活力、有上進心的年輕人的代表。王力宏創作的帶有嘻哈和R&B曲風的《我就喜歡》主題曲，推出之後登上了很多歌曲排行榜，在年輕人中非常流行，為麥當勞贏得了不少關注。 與此同時，麥當勞連鎖店的廣告海報和員工服裝的基本色都換成了時尚前衛的黑色。配合品牌廣告宣傳，麥當勞推出了一系列超「酷」的促銷活動，比如只要對服務員大聲說「我就喜歡」或「Im Lovin It」，就能獲贈圓筒冰激凌。一些大學生認為這樣的活動很新鮮、很有意思，很受敢做敢為的年輕人歡迎。 拉里·萊特說：「我們希望受眾看到這次營銷活動時說，『這是我從來沒有見過的麥當勞』。」 加快本地化步伐 麥當勞在中國一直堅持自己獨資開設連鎖店，沒有採取肯德基等快餐連鎖的特許經營的擴張方式。採取這種策略最關鍵的原因的擔心公司對加盟店的控制力不強，不利於維護麥當勞的整體形象和服務的標准化。麥當勞和肯德基兩大洋快餐巨頭在中國的南轅北轍，主要是因為這兩個公司一個遵循的是「全球化」策略，而另一個實行的是「本地化」策略。 但是，面對肯德基每幾個月就推出一道符合當地人口味、頗受當地消費者歡迎的食品，連鎖店越開越多，麥當勞再也坐不住了。2003年8月，麥當勞批准了中國大陸第一個特許加盟商天津的許女士，並表示近期將批准5個特許加盟商。 根據麥當勞2002年底做的市場調查，中國消費者在用餐地點的選擇上，最看重的食物口味，其次才是衛生環境和地點便利等條件，消費者對多元的口味選擇，尤其對於常規米飯食品有極高的需求。 2003年，麥當勞已經在台灣、新加坡等地推出了「和風飯食系列」、「韓式泡菜堡」等東方口味食品，中國大陸也推出了「板燒雞腿漢堡」。麥當勞公司的營銷人員稱：「麥當勞未來還會不斷有新的產品推出，以順應消費者求新求變的需求。」 水平協作營銷強化新品牌 為了配合麥當勞的品牌更新活動，2003年11月24日，兩個「M」——麥當勞與「動感地帶」（M-Zone）結成了合作聯盟，並共同推出了一系列的「我的地盤，我就喜歡」的「通信+快餐」的協同營銷活動。中國移動副總裁魯向東在活動發布儀式上，用「最酷、最眩、最動感」來形容這次營銷活動。 雖然這兩個2003年非常出位的品牌經營的業務范圍根本不相干，但是共同的目標受眾和它們希望傳達的品牌個性，讓它們成為了「同道兄弟」。麥當勞中國餐廳推出了只有動感地帶成員才能以15元價格享用的原價21.5元的「動感套餐」。 每月的"動感套餐"由會員通過簡訊、彩信和網上投票的方式進行選舉，既有新意又有實惠，讓消費者感受到自己的特權。 動感地帶一直宣傳一種很鮮明的品牌態度——「我的地盤聽我的」，在年輕人中的認同感非常高，麥當勞極為看重這一點。而對動感地帶的客戶來講，購買麥當勞的產品在價格上可以得到優惠，這是一種特權感，可以得到雙贏。以前他們來麥當勞只是吃漢堡、薯條，麥當勞兒童游樂場的設備讓他們認為自己不屬於這里。現在，由於動感地帶的介入，使得他們更加有滿足感和歸屬感。
希望採納
⑺ 具有代表性的案例分析。英文怎麼說
我們老師教的正確應該是SPECIAL CASE !
⑻ 幫忙翻譯一個產品跨國營銷的案例為英文！謝謝
In accordance with the standards of the United States, Brazil, in the breakfast cereal breakfast foods and other foods tremendous business opportunities. Brazil, about 150 million population, age distribution, showing that breakfast cereal consumption has enormous potential because of the population 20 years of age accounted for 48 percent of the total population. In addition, Brazil's per capita income enough so that people can enjoy the convenience of eating breakfast cereal foods. In assessing the market, Kellogg Company (Kellogg) also noted a remarkable advantage: little or no direct competitors.
Unfortunately, the lack of competition is e to the Brazilians are not accustomed to American-style breakfast. Therefore, the Kellogg Company and its advertising agency J. Walter Thompson Company (J. Walter
Thompson) faced by marketing the most important task is to how to change the breakfast habits of Brazilians.
Kellogg decided in Brazil is very popular TV series "Novelas" in spots. Advertising picture is a little boy eating with relish to back out from the packaging bag of cereal. Shows excellent taste in procts at the same time, the advertisement will be located in a food proct rather than as part of breakfast. As a result of market response, the ad film was quickly removed them.
Analysis of the Brazilian culture, show that Brazilians strong family values and deep-rooted concept of male chauvinism. Therefore, in the subsequent design of the ad program will focus on the performance of his cereal bowl and add milk into the family breakfast scene. Compared with the first advertisement, the more successful advertising programs, an increase of cereal sales, Kellogg had 99.5 percent share of the market share. However, it is still not satisfactory in terms of sales volume, the per capita use of breakfast cereals less than an ounce.
Kellogg has been accustomed to these challenges. It has spent 20 years in Mexico to cultivate a substantial breakfast market size, (in Japan and France have spent 6 years). Kellogg is now also targeting the Indian market has great potential. Although sales in India but was a mere two million U.S. dollars, but very optimistic about its prospects. In addition to the traditional breakfast of corn flakes, it also likes to eat rice in accordance with Indian features, developed a new piece of rice.