『壹』 誰能給我一篇關於營銷策略研究方面的英文文獻
外文文獻可以用你們圖書館的外文資料庫檢索, 如www.sciencedirect.com, www.springerlink.com
自己去找吧 學校裡面可以下載到回的！英文關鍵詞答可以利用www.iciba.com網站翻譯～
『貳』 zara的市場營銷策略的英文文獻
這些都是國外網站上的，沒有中文翻譯的，看不懂的話試試翻譯器，查查字典什麼的，我要是給你翻譯怕誤導你。
Zara: Cool Clothes Now, Not Later
Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men』s fashions, again aimed at the stylish and youthful.
Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: 「I don』t know. I』ve never shopped at The Gap.」
Most U.S. young alts have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.
While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara』s growth plans, notably its expansion into the U.S. market.
Zara』s Marketing Strategy
Zara』s marketing strategy focuses on proct variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what』s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an instry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.
Zara』s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.
「These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,」 said Zara』s Toronto store manager. 「They could shop in a lot of other stores, so we have to make it worth their time to come here.」
This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store』s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara』s shelves. That makes it worth another visit.
Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, 「That would look really nice with a cowl collar,」 an employee can relay that information to Spain where managers decide whether or not to proce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the proct in front of the customer, undermining the speed-to-market and proct variety strategy.
The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion instry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970』s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara』s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.
「We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That』s why our customers come in often,」 the Toronto store manager said. 「We might get ten of one item and five of another. We』re constantly testing.」
The density of Zara』s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to proction and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the proction takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.
The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the proct-innovation strategy that is the heart of Zara』s marketing, and the importance of logistics in Zara』s marketing strategy is clear.
The Results and the Future
Zara』s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex』s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an instry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.
While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world』s most lucrative market.
Question 1 – Zara』s Business Model and Competitive Analysis
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara』s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities proced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara』s current business model.
Zara』s Business Model
Zara』s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara』s fundamental concept is to maintain design, proction, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara』s operations.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their proction processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its proction processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and proce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is
『叄』 跪求英文版可口可樂營銷策略1！！！
不知道為什麼我家網路打不開。你在網路英文搜coca cola marketing plan就有好多，如果你能打開谷歌的話，我們以前寫的9—up，當然不如原版的好了，good luck~
『肆』 求一篇和營銷策略有關的英文文獻，最好有原創翻譯的。
童鞋你好！
這個估計需要自己搜索了！
網上基本很難找到免費給你服務的！
我在這里給你點搜索國際上常用的外文資料庫：
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❶ISI web of knowledge Engineering Village2
❷Elsevier SDOL資料庫 IEEE/IEE(IEL)
❸EBSCOhost RSC英國皇家化學學會
❹ACM美國計算機學會 ASCE美國土木工程師學會
❺Springer電子期刊 WorldSciNet電子期刊全文庫
❻Nature周刊 NetLibrary電子圖書
❼ProQuest學位論文全文資料庫
❽國道外文專題資料庫 CALIS西文期刊目次資料庫
❾推薦使用ISI web of knowledge Engineering Village2
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中文翻譯得自己做了，實在不成就谷歌翻譯。
弄完之後，自己閱讀幾遍弄順了就成啦！
學校以及老師都不會看這個東西的！
外文翻譯不是論文的主要內容！
所以，很容易過去的！
祝你好運！
『伍』 求一篇與聯想筆記本營銷策略有關的英文文章
Enterprises with good performance are the same - follow the appropriate commercial laws are, but the poor performance of the company will have all the difference. Lenovo is the case, the performance from last year's biggest loss in history by starting, Liu began to change in planning a remodeling program associate.
Lenovo's performance for the decline, although large to be blamed on the global financial turmoil, but a good showing in particular, to seek "great" business is concerned, it should select the problems inherent in their own.
Liu after the handover from the current position of view, has internal problems as the root causes of loss, but when Liu remodeling association, "Chinese and foreign management" of the "proposal" is: only to marketing-oriented organization of the body rebuild Lenovo is the effective and direct way remodeling.
On marketing issues, "the father of positioning," Mr Rees, who founded the "greatest impact ever on the U.S. market," old marketing theory has been filled with hope and concern for Lenovo. This month, "Reese about a month," Mr Rees, please follow the rules they found the marketing, marketing for the association to provide interpretation and recommendations remodeling.
Focus should be given associate re-Liu
"Chinese and foreign management": Liu again go into battle in China has aroused great repercussion. Some people think that this association should help to improve the capacity of the current crisis, some said the founder of the reunification of the association is not necessarily good for the process of internationalization, do you think about this?
Rees: Liu return as the founder of Lenovo is a good idea. A company needs to have their own vision. Managed by the Americans to a Chinese enterprises, it is not easy to do. Lenovo needs to return to its fundamental.
"Chinese and foreign management": Lenovo in recent years has been seeking international development, the United States is around you market to your understanding in this market, Lenovo's performance in marketing what?
Rees: not ideal. In the U.S., Acer in the fourth quarter of 2008 accounted for 15.2% market share, while Lenovo's not among the top five PC brand in the list (file Note: The U.S. top five PC brand is Dell, HP, Acer, Apple and Toshiba).
I estimate the market share of Lenovo in the United States less than 5%. Unless the company has initiatives as soon as possible, otherwise it's market share will decline.
"Chinese and foreign management": aspects of the complex issues facing the association, in your eyes, Liu to face the biggest marketing problem?
Rees: Legend of the problem, is typical of the two original brands with different focus (the old association with the ThinkPad) loss of focus after the merger a typical example. But now, think back to the original focus really should be a relatively low-end procts up? I do not think so. In fact, the association also did not really go off before the end, but continue to launch more brands, more cheap or expensive procts - the brand fell into chaos. Lenovo is facing re-focus the issue, which requires strategic vision and great courage.
Although we used to think in English-speaking world on the proposed brand name but do not have to use Lenovo ThinkPad, but over several years Lenovo ThinkPad has changed too late. They should be the acquisition of IBM's personal computer business, the ThinkPad while a high degree of concern when using this name, to come to take this step today on the difficult to understand. On the other hand, "can continue to stand using a laptop all day" for the ThinkPad is the brand may still be a powerful concept.
Lenovo ThinkPad to lose focus
"Chinese and foreign management": Lenovo acquisition of IBM's PC business is a major business transformation Lenovo, the acquisition itself, do you think?
Rees: If you want to build a brand, you put all the marketing efforts have focused on a particular idea or concept. If you have a full line of procts so as Lenovo, to build a strong brand very difficult. Lenovo is now advertising theme is "New World, the new Lenovo," which is meaningless, "New Legend" in the end is what?
Lenovo years the main problem is it used in 2004, 1.7 billion acquisition of IBM's personal computer business. This is the acquisition of competitors, many enterprises will be committed in a typical error. Acquisition of competitors appears to be a "complementary". In other words, Lenovo procts are relatively inexpensive personal computers, and its acquisition of IBM's ThinkPad line proction is relatively expensive computer.
The company's leaders believe that this merger will "broaden" the market. But the problem is building the brand, Lenovo is what? It is inexpensive personal computer? Or high-priced personal computer? The merger makes the association lost its focus, but also lost some market share.
Daimler - Benz with 36 billion U.S. dollars in the acquisition of Chrysler company, also committed the same error. Daimler Mercedes - Benz manufacturer of the expensive cars, while Chrysler proced a relatively low-cost car. Daimler CEO Juergen Schrempp to this merger was called "quite divine." It actually became a Nie Yuan. The merger is meaningless, and business losses caused by Chrysler over the years so that Daimler paid out 36 billion U.S. dollars down the drain.
"Foreign Management": ThinkPad since Lenovo has been in the bag, how to re-find the focus of Lenovo?
Rees: Strangely enough, we had thought that the IBM acquisition deal is good, still lose Lenovo PCs to create a global brand opportunity, but as a global brand, the company launched the world's English name Lenovo, are in English speaking people read them, like an Italian dessert!
On the other hand, ThinkPad notebook computers name is the name of choice for global brands. Of course, there have to make sacrifices. ThinkPad notebooks represented. Our proposal is: cut down desktop PC business, focusing on notebook computers, at least in markets outside of China first adopted this strategy (this is not a bad idea, because the market has moved from desktops to laptops in transition).
In addition, we recommend focusing on one important feature of Lenovo. Our proposal is: for the ThinkPad Configuration longer battery standby time, may be eight hours of standby time. In this way, the company will be able to ThinkPad branded a "can stand to use a laptop all day."
This is somewhat similar to the strategy of BMW. BMW has developed to bring the driver to control the fun car. Then they focused on this theme - the "ultimate driving machine." Today, BMW is the world's best-selling luxury car brand, more than the Mercedes - Benz.
Can not understand the brand "civil war"
"Foreign Management": In recent years, the marketing Lenovo launched ideaPad action also includes the brand, and the ThinkPad brand and forming the pattern of al-brand operation. How is your view?
Rees: ThinkPad is IBM acquisition of projects with the greatest potential, and the best part. Introction of the proct named ideaPad will cause confusion among consumers, will also proce its own damaging effects on the ThinkPad. You may know that Lenovo has introced a heavy-ty workstation procts had called "ThinkStation".
But the ThinkStation, and its two major brands ideaPad mistakes. If competitors introce and ideaPad named procts ThinkStation Lenovo should sue them! Why? Because these two names make ThinkPad cause confusion - but this is the Lenovo launch their own.
"Foreign Management": In the past few years, the 2008 Olympic Games the largest global partner is a public relations event association. To join the global TOP Olympic program, the value of the international association be?
Rees: Olympic global partner program associate at least the international market, not a good investment returns, it is often more suitable for those who wish to disseminate information to all brands. Coca-Cola is in line with the standard brands. Lenovo to do is to narrow the focus, targeting a market segment with greater strengt
『陸』 一篇關於銷售策略的英語對話或短文
Ans:Marketing strategy
A marketing strategy can either make or break your business. As you know, there are many different aspects to a good marketing strategy. You may be wondering which marketing strategy is right for you. Also, how do you know which marketing strategy really works? The best marketing strategy is the one that gains profits. In this article, we will discuss the various aspects of a great market strategy.
『柒』 誰幫忙寫篇酒店市場營銷策略英語文章
給你一篇範文參考下,但是沒有英文的:今天，國內酒店市場的寒冬正在悄然逼近。受此次危機影響，首先，酒店行業的入境客源明顯減少；其次，多數國內公司開始嚴格控制差旅費用支出，導致商務出行人數、次數與酒店住宿等級降低；再者，國內某些地區已經出現的高星級酒店供大與求的現象更加惡化。凡此種種皆與人們的信心產生了互為因果的關系。
為應對全球金融危機在中國可能出現的蔓延與加劇，中國政府迅速提出了四萬億人民幣的經濟刺激計劃，國家旅遊局與相關部門也在制訂「國民休閑計劃」，進一步落實職工帶薪休假制度。那麼，在營銷方面，酒店應該做什麼呢？
一、在市場定位不變的情況下，整體價格構成向下調整。降價是原則，如何操作，則是技巧；降價的目的非常明確：給顧客以實惠，穩定主體客源；合理減少GOP，爭取營業收入最大化。在酒店營銷諸要素中，價格最敏感、最直接、最有效。
酒店運用價格杠桿，有這樣幾點理由：首先是顧客的需求改變，這種改變表面上是顧客需求標准降低，例如由行政樓層降為標准客房，實質上是支付能力下降，也就是說，顧客並不是自願降低自己的住宿標准，而是無力維持原住宿標准，因此，顧客，尤其是對於公務出差的顧客而言，這樣的改變是痛苦的和被迫的，他們仍然渴望維持原狀，在這種情況，如果酒店降價，這些顧客就可能繼續留住，如果酒店堅持不降，這些顧客就可能流向其他酒店；其次，對於酒店產品而言，由於其無法貯藏的特性，今天未賣掉的房間，其價值就是零，直接受損失的是酒店；此外，就酒店營銷而言，盡管許多業內人士對降價都持反對態度，但是筆者認為，該降的時候，一定要降，除非有足夠的現金流，否則，就應該隨行就市。
降價操作當然有技巧，要考慮市場需求、競爭對手、產品特點等諸多因素的相互作用關系。同時必須指出，降價不是營銷的唯一手段，不能造成市場錯位；降價與否也許是酒店可以獨自決定的事情，但是降價的效果如何卻非酒店獨自可以決定的。這里，與顧客的溝通，特別是與大客戶、常客的主動、積極溝通至關重要，我們不能採取簡單的線性思維方式———酒店降價→顧客佔便宜→顧客當然不反對，那麼，酒店只要告知顧客就可以了，沒有必要搞什麼復雜的溝通。這樣想法不能算錯，但過於簡單，因為降價的目的首先是酒店獲益，酒店由於沒有更好選擇而不得不降價，而顧客則總是有更多其他酒店的選擇。因此，降價溝通做得好，有利於酒店與顧客的雙贏，顧客得到了自己想要的價值，酒店的資源得到了最大化的利用。
二、在主打產品基本不變的情況下，增加產品價值，豐富顧客選擇。一般來說，在酒店可研階段，客源定位就基本確定，由此與之配套的主打產品設計成型。因此，面對當前經營困境，一家高星級酒店沒有必要考慮將適應商務客源需求的主打產品轉型去適應旅遊客源需求，而應該考慮將適應境外商務客源需求的產品轉向適應境內商務客源需求，即調整這兩部分客源的構成比例，將境外商務客源的減少部分，力爭通過開發境內市場進行彌補。
具體可採取如下幾種做法。首先，留住核心客戶群，方法是在他們支付能力被迫降低的情況下，酒店通過降價或升級手段，盡量維持提供客戶的產品標准不變；其次，吸引更多的顧客，最大限度地增加所有產品的價值，而增值部分必須為其細分顧客群所認認可。例如比較常見但也確實為顧客樂意接受的方法有減免服務費、提供免費早餐、贈送自助餐券、VIP升級、常客計劃雙倍積分獎勵等；再者，在整合酒店內部資源（例如房間與餐飲、娛樂等的捆綁銷售）基礎上，整合酒店外部相關可利用資源，例如，國內有些酒店與提供天然健康睡眠用品的公司合作，向客人提供具有安眠功效的睡枕，酒店的目的是發掘、誘導客人的住房需求，而睡枕公司的目的宣傳自己的產品。那麼，當客人在用了酒店的睡枕感到確實舒服有效的時候，酒店可以把同樣的睡枕賣給客人。
酒店在整合外部資源時，必須遵守這樣幾條原則：第一，酒店、顧客與合作方三方均合理受益；第二，整合進來的外部服務/產品要貨真價實；第三，酒店受益不是體現在通過賣合作方的服務/產品獲得利潤，而是作為促銷手段，銷售酒店自身的產品；第四，此類做法只是錦上添花，不可過多過濫，影響酒店主業形象。
三、在發揮銷售人員主導作用的情況下，提高一線面客員工銷售意識。面對正在到來的市場寒冬，首先感覺到寒氣逼人的，就是酒店的銷售人員———今年的銷售任務能不能完成，明年的預算指標是不是還要年年加碼？作為酒店的經營決策者，首先要做的工作就是穩定並強化銷售隊伍。
第一，要深入銷售一線，同銷售人員一起分析市場的形勢與酒店的任務，目的是對市場達成基本共識，對酒店的經營目標達成基本共識；第二，在共識的基礎上制定靈活的銷售策略，隨著市場變化迅速調整；第三，客觀地制定銷售人員的業績考核指標，促使他們完成指標的相應支持，包括管理支持，例如各種政策的傾斜，也包括產品支持，例如酒店的客房、餐飲的質量、特色保證等；第四，調動那些有銷售才華或有培養潛力的其他部門員工充實到銷售隊伍中。
酒店的銷售離不開全體部門和人員的共同努力，應使全體員工，特別是一線面客員工真正理解並切身感受到酒店銷售業績好壞與自己的關系，例如個人收入、工作評價等。這里並不是說，因為市場形勢不好，所以酒店全體員工不管是什麼崗位都分配指標去拉客戶，而是要求大家在完成好崗位職責的基礎上，能夠站在酒店銷售的立場上，思考酒店的經營與管理。對於一線面客員工，如果他們銷售意識提高了，就更容易與二線、銷售部合作，形成立體的銷售網路。要做到這一步，管理要扁平化，授權向一線下移。
此外，對於基層員工，不要進行過多的原則、理念灌輸，應該著重通過案例分析、集體討論來增強其銷售意識，通過啟發的方式逐步讓一線員工體會、認知、固化。談銷售並不一定就是向顧客推銷什麼酒店的產品，而是根據自己的崗位特點與顧客的需要隨機處理。有時顧客需要的只是一個真誠的微笑，有時顧客需要的只是聊上幾句貼心的家常，這些看似簡單平常的待客行為，都可以起到意想不到的銷售效果。
『捌』 營銷策略和營銷戰略英文有區別么還是都是marketing strategy，英語中怎麼區分呀
管理學當中有 Marketing strategies 和 Marketing tactics 之分
說白了，strategy是目標，tactic是方法。
因為翻譯不同，所以冒出來許多說回法，其實答根本就這兩個
『玖』 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.
『拾』 急求一篇 》》》描述一個公司的營銷策略英文300字。
Market strategies are the result of a meticulous market analysis. A market analysis forces the entrepreneur to become familiar with all aspects of the market so that the target market can be defined and the company can be positioned in order to garner its share of sales. The promotion strategy in its most basic form is the controlled distribution of communication designed to sell your proct or service. In order to accomplish this, the promotion strategy encompasses every marketing tool utilized in the communication effort.
營銷策略廣泛，不能以一言以蔽之。此文中提到前期的市場分析，以及營銷時應該利用各種工具。