Ⅰ 中小企業營銷策略開題報告的外文參考文獻有哪些
好，馬上發你，不要網上抄的，
Ⅱ 急求營銷英文參考文獻
wikipedia "marketing" 有非常多的連結
中英文都有
Marketing is an integrated communications-based process through which indivials and communities discover that existing and newly-identified needs and wants may be satisfied by the procts and services of others.
Marketing is defined by the American Marketing Association as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. The term developed from the original meaning which referred literally to going to market, as in shopping, or going to a market to buy or sell goods or services.
Marketing practice tends to be seen as a creative instry, which includes advertising, distribution and selling. It is also concerned with anticipating the customers' future needs and wants, which are often discovered through market research. Seen from a systems point of view, sales process engineering views marketing as a set of processes that are interconnected and interdependent with other functions, whose methods can be improved using a variety of relatively new approaches.
Marketing is influenced by many of the social sciences, particularly psychology, sociology, and economics. Anthropology and neuroscience are also small but growing influences. Market research underpins these activities through advertising, it is also related to many of the creative arts. The marketing literature is also infamous for re-inventing itself and its vocabulary according to the times and the culture.
Four Ps
Main article: Marketing mix
In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a 「Marketing Mix」. Professor E. Jerome McCarthy, also at the Harvard Business School in the early 1960s, suggested that the Marketing Mix contained 4 elements: proct, price, place and promotion.
* Proct: The proct aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-user's needs and wants. The scope of a proct generally includes supporting elements such as warranties, guarantees, and support.
* Pricing: This refers to the process of setting a price for a proct, including discounts. The price need not be monetary; it can simply be what is exchanged for the proct or services, e.g. time, energy, or attention. Methods of setting prices optimally are in the domain of pricing science.
* Placement (or distribution): refers to how the proct gets to the customer; for example, point-of-sale placement or retailing. This third P has also sometimes been called Place, referring to the channel by which a proct or service is sold (e.g. online vs. retail), which geographic region or instry, to which segment (young alts, families, business people), etc. also referring to how the environment in which the proct is sold in can affect sales.
* Promotion: This includes advertising, sales promotion, publicity, and personal selling. Branding refers to the various methods of promoting the proct, brand, or company.
Ⅲ 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
Ⅳ 沃爾瑪公司營銷策略的英文參考文獻
沃爾瑪最重要的不是它的營銷策略,而是它的整個架構和管理理念. 物流是它最突出的環節,也是它可以做到天天低價的根本. 其它方面比如管理人員的精簡,保持員工的士氣和能動性,快速的信息交流平台都是它成功的後盾. 希望你能繼續專研.
Ⅳ 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。
Ⅵ 求市場營銷戰略（marketing strategy） 的英文定義
The so-called marketing strategy (Marketing Strategy) is the enterprise to identify, analyze and select marketing opportunities in order to achieve the corporate mission and objectives of the management process, that is, how companies with the best marketing opportunities through the adaptation process
Ⅶ 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
Ⅷ 如何針對外國客戶制定一份英文的營銷策劃最好有範文可以參考一下~~
呵~~~藍野「首席運營官」的思路也不大對……
高端客戶/駐外使節是該本雜志的讀者，換個角度說，也就是廣告的受眾群體，而非是雜志的廣告客戶。真正的廣告客戶，應該是瞄準這群高素質精英群體來進行營銷的產品或服務提供商，如奢侈品、高檔消費品、旅遊、文化、餐飲、娛樂、房屋中介等品類，他們才是你廣告銷售的直接對象！
針對你的問題，我覺得合理的思路和流程如下：
1、目標人群調查：首先了解你的目標讀者狀況（總體、分區域），最好是定性、定量的都有一定的了解：定量的了解一下他們的數量、分布、人口統計學特性（年齡、婚姻狀況、家庭構成）等大致情況，定性的了解他們的消費能力、消費習慣、消費行為特點和日常消費鏈構成；
2、市場探查：根據你掌握的目標讀者狀況，了解一下按他們的消費鏈特點，與其相關的產品或服務類別有哪些？除我上面所舉的一些品類之外，應該也還有一些。接下來了解這些品類中間，市場狀況如何，競爭環境如何，市場潛力（飽和度）如何，行業/品類領導企業、潛力企業都有那些？
3、雜志內容計劃了解：盡可能詳細的了解雜志的編輯計劃，看是否有什麼連續專題、特別專題的准備，了解每期可能偏重的產品行業或品類，同時也了解雜志編輯的內容靈活程度，了解軟宣的配合可能性。
4、整理商業計劃書：將你前期調研發現的問題，結合你的銷售目標、了解到的編輯計劃，並針對實際狀況，定出幾個重點品類，每個品類中再按可能性排出幾個關鍵客戶，根據強勢客戶、潛力客戶、短線客戶的不同特點和需求，定出差異化的銷售策略，並分解出銷售計劃；
5、先將銷售計劃整理成商業計劃書，向總公司或上級主管提交，爭取盡快獲得市場推廣計劃的批准，並申請一定的推廣預算；
6、根據重點品類中的不同客戶群體，除制訂相應的廣告套裝之外，要積極發展一些專題計劃、主題活動、配套軟文等增值內容，以廣告營銷結合線下推廣的可延展性來增加廣告客戶的興趣，並留下一些合作的潛力信號以吸引其進一步談判。
7、針對一些潛力客戶（增長率高但市場佔有率小）可准備一些整合的廣告打包方案，將以往一些閑置的廣告資源充分利用起來，低價整合進廣告套裝中，讓客戶理解到，這樣可以在廣告費不大幅提升的前提下顯著增強廣告主的知名度！
8、發行渠道拓展: 除了常規的定點入戶直投渠道外，可以考慮將雜志的發行渠道增加進一些高端精英人群、高級商旅人群常接觸的點，如高檔酒店、會所、健身房、酒廊、餐廳等等，以拓寬雜志的高端人群覆蓋面，提升雜志的廣告價值；
9、體驗創新：利用雜志創造一些可供潛在用戶試用廣告客戶產品和體驗服務的機會，將廣告客戶的產品與服務試用作為廣告套裝中的增值服務，並利用一些反饋吸引機制，搜集目標讀者給出試用感受和建議，並整理反饋給廣告客戶，以更好的改進他們的產品和服務，進一步增強雜志與廣告客戶間的合作深度，提升雜志在同類媒體中的服務差異化價值。
粗略的談了談我的看法，你自己再整理整理，按這樣步驟做下去，基本應該可以了，當然你也可以根據實際狀況作調整，如果有問題，歡迎繼續討論。