市场营销site

❶ 悉尼大学留学市场营销专业好不好

悉尼大学的市场营销硕士专业旨在培养学生成为富有经验的管理者，让学生将专来毕业后可以从事市属场营销的工作，并获得战略知识和商业实践技能。即使你想在不同的商业领域进行专业化学习，在这课程中你将获得的市场营销专业知识将会在你今后有关市场领域的职业上有一定的价值。该专业课程主要是处理当前复杂商业领域，各个组织机构所面临的战略性市场营销问题。
就业方向：
通过该专业的学习，毕业生可以在商业、广告部门、管理行业等领域从事市场营销研究、广告、品牌管理、销售、电子商务等工作。
入学要求：
学术要求：
1、大学毕业，获得本科学位证；
2、非211大学GPA达到85分以上，211大学GPA达到80分以上；
语言要求：
1、雅思7.0分，且单项不低于6.0分；
2、或托福笔试600分，且写作达到4.5；或托福网考100分，单项不低于22分且写作不低于23分；
3、无双录取。

❷ 做市场和做销售有什么本质区别

其实很多人都想问这个问题，但是没多少人想回答－－－因为它不大好回答。我的理解
是：市场营销（Marketing）是属于战略层面的概念；而销售（Sales）就是前线的东西
。我找到了一篇中国惠普公司华北区总经理 高建华先生的文章，也许可以让大家有更感
性的认识。
呃,...虽然很长，如果你能读完的话，收获还是有的。

“记得十几年前刚刚进入惠普司担任市场开发工程师的时候，朋友和同学问我最多的
一个问题是市场与销售的区别是什么？每次我都要从头解释，因为那时候我们国家
还没有实行市场经济，大多数人对市场经济还不是很了解。近几年问这个问题的人
少了，但是对市场与销售之间的关系仍然很模糊，很多企业都是把市场与销售合为
一体。那么到底市场与销售是什么样的关系？如何在组织结构时加以考虑？

首先谈一下市场部的职能，简单地说，市场部的职能可以分成两大块，一是产
品定义，二是市场开发。产品定义在前面已经讲过，这里只是简单回顾一下。市场
部在产品定义的过程中，主要责任是确定目标市场，通过对目标市场进行调查和有
针对性的用户访问，以及二手资料分析，发现并掌握目标市场的动向和用户需求的
变化趋势，对未来2至3年市场上需要什么样的产品和服务作出预测，对本企业的现
有竞争对手和潜在竞争对手作出详细的分析，以便在市场营销这场互动的游戏中掌
握竞争的主动权，这项工作叫做IN－BOUND MARKETING，类似军队的参谋部在打仗之
前的战略规划与战术设计。市场开发通常是在产品问世前后的一段时间里按照预先
选定的目标市场制订促销战略，以激发现有用户和潜在用户的需求，其中包括新产
品推广，市场宣传与促销，重点客户开发等，目的是尽快地启动市场，为销售部的
工作打好基础，这项工作叫做OUT－BOUND MARKETING。

明白了市场部的职能以后谈论市场与销售之间的关系就简单多了。在产品定义
的过程中，销售人员有义务将其管辖区域内的市场状况，竞争状况和用户需求反馈
给市场部，这样不同区域，不同市场的信息经过众多销售人员的反馈，汇总到市场
部，就完成了一个“由点到面”的市场信息收集与分析过程。加上市场部门自己的
市场分析，竞争分析和用户分析资料，就能把一个表面上看起来很模糊的市场需求
具体化，为产品定义提供充实的依据。而在市场开发的过程中，市场部是为销售部
提供服务的，包括提供销售工具（弹药〕，如产品定位，目标市场状况，目标客户
群特征，竞争产品对比分析，产品销售技巧，疑难问题解答等。另外在市场宣传与
促销的过程中还需要根据不同区域不同市场的具体情况，在与销售部达成一致意见
的前提下为配合销售部门的工作而选择不同的宣传方式，如发布媒体广告，举办各
种促销活动，直接邮寄宣传品等。有些产品重点客户的影响非常大，这时候就需要
市场部配合销售人员尽快完成重点客户的开发工作，让这些有影响的客户尝到甜头
，成为口碑效应的传播者，进而产生辐射效应，成为其他用户的参照物（REFERENC
E SITE〕。

如果我们从销售漏斗的角度来看，更便于理解市场与销售之间的关系，可以说
市场部的职能是将漏斗上面填满，而销售部的职能是将市场部激发出来的潜在需求
变成现实需求，也就是说将销售漏斗上面的潜在用户向下压，从销售漏斗下面出来
的就是本企业得到的生意。所以要产生足够的潜在需求，市场部就要了解并掌握市
场的行情，并通过有效的市场宣传与促销活动来激发市场。而销售部则侧重于潜在
用户到用户的转化效率，即说服有需求的潜在用户下订单，特别是那些摇摆不定没
有明确偏爱的潜在客户。明白了市场与销售之间的关系也就为如何衡量这两个部门
人员的业绩铺平了道路。在这里不详细论述。

如果一个企业没有市场部或市场部的职能不完善，销售就会非常盲目，既没有
方向也没有目标，更谈不上战略，结果是整个企业的工作效率低下，不同区域不同
市场的销售人员不断重复同样的错误，企业的经营始终处于救火的状态，各级管理
人员忙忙碌碌，应付着各种问题和危机，企业无法进入"学习型企业"的良性循环。
如果外部环境比较好，整个行业比较景气，企业还能随着大潮往前走，能够盈利，
可是一旦环境恶化，企业就失去了主动权，甚至威胁到企业的生存。当然没有销售
部企业同样无法生存，再好的市场战略也无法实施，只能是纸上谈兵，这一点不用
多说，因为大多数企业都非常重视销售。”

❸ 什么是internet marketing英文的最好

Internet Marketing,“网络营销”可以参考下内容：）~~
Internet marketing team has always taken pride in using up-to-date, competitive, and ethical search engine marketing strategies that really get results for on-line business. Our unique understanding of the inner workings of the web and the strategy required to compete successfully can make your web site a winner.

If your web site is not getting the traffic and making the sales you had hoped,internet marketing services will help make your site a success. Everyday we help web sites, just like yours, successfully compete on the Internet.
Competing successfully on the internet requires strategy. Since each business, market, and web site is unique, each requires it's own strategic marketing plan.

SEO is the foundation of our Internet Marketing services. The search engines base their rankings on many factors. There are some things they like a lot, and some things they don't tolerate.

Internet Marketing,直译为“网络营销”。它有广义和狭义两种定义。
广义上，Internet Marketing指企业利用互联网为满足用户需求，实现企业目标而提供产品或服务的一系列经营活动过程。它包括市场调研、产品的目标市场选择、产品设计、产品开发、营销组合策略的制定、产品销售、售后服务、用户意见反馈、效果评估、策略调整等一系列与市场有关的企业经营活动。英文的定义为：(also known as online marketing) the use of the Internet to disseminate information, communicate with the marketplace, advertise, promote, sell and/or distribute procts or services.

狭义上，Internet Marketing被理解成网站推广，是等同于Web Promotion或Site Promotion的一种推广行为。英文的定义为：Methods of using the Internet to promote procts and services, includes site optimization, banner ads and pay-per-click.

Internet Marketing在广义上是战略，在狭义上是战术。
目前网上普遍提到的“网络营销”大都指的是狭义上的网站推广，为了区别于狭义的定义，今后我将用“网络市场营销”这个词来表示Internet Marketing广义的意思。

❹ 澳大利亚读研市场营销专业需要读多久

澳大利亚读研市场营销专业需要读一年半左右的时间。

市场营销专业属于澳大利内亚的容商科，商科类的研究生一般都不长，大概是一年半左右的时间，这些研究生属于授课类研究生，只需要上课，考试，不需要论文答辩。

本专业培养具备管理、经济、法律、市场营销等方面的知识和能力，能在企、事业单位及政府部门从事市场营销与管理以及教学、科研方面工作的工商管理学科高级专门人才。

主要课程：

管理学、微观经济学、宏观经济学、管理信息系统、统计学、运筹学、会计学、财务管理、市场营销、经济法、消费者行为学、消费心理学、国际市场营销、市场调查、基础会计、金融概论、企业销售策划、商业银行实务、人力资源管理学、市场调查与预测、分销渠道管理；

银行营销、服务营销、客户关系管理、定价管理、现代推销技术、营销创新、广告理论与实务、财政与税收、公共关系学、广告沟通、促销管理以及商务礼仪和商务谈判等。

❺ 市场营销中4P，4C的区别

4P是指产品（proct） 价格（price） 渠道（place） 促销（promotion），这可以说是营销最基本的构成要素，通过内4P不同的组合形成容多样的营销策略。
4C是指消费者(Consumer)、成本(Cost)、便利(Convenience)和沟通(Communication)，从内容可以明显看出，这是以消费群体需求为前提和导向而提出的营销观点。

❻ 约克大学市场营销硕士专业怎么样

英国约克大学(University of York)，世界百强名校，是一所位于英格兰约克郡的顶尖研究型大学。作为罗素集团，世界大学联盟，N8大学联盟，白玫瑰大学联盟，欧洲大学工会(EUA)的重要学术成员，约克大学不仅科研实力雄厚，教学质量也与剑桥大学并列教学联盟的首位。从1617年人们向詹姆斯一世国王发出建校请愿失败后 ，到1963在罗宾斯报告催生下与华威大学、萨塞克斯大学、兰卡斯特大学等平板玻璃大学一同建校至今，约克大学已发展成欧洲前50强的学术组织。
英国约克大学市场营销硕士专业是经济管理类专业中比较实用的类型，在市场经济逐步完善的今天，对于作为独立经济实体的企业、公司，如果没有专业的市场营销人才，以科学、现代化的营销手段来“做生意”，肯定无法在竞争激烈的市场中生存。市场营销人员是各个企业、特别是大型企业不可缺少的人才，但由于培养的高素质营销人才数量一直跟不上，所以拥有实际营销能力的毕业生供不应求。但自身实际营销能力较差的毕业生在职场生存较为困难。
市场营销(Marketing)又称为市场学、市场行销或行销学。简称“营销”，台湾常称作“行销”;是指个人或集体通过交易其创造的产品或价值，已获得所需之物，实现双赢或多赢的过程。它包含两种含义。一种是动词理解，指企业的具体活动或行为，这是称之为市场营销或市场的经营;另一种是名词理解，指研究企业的市场营销的活动或行为的科学，称之为市场营销学、营销学或市场营销学等。美国市场营销协会的定义是：营销是创造、沟通与传送价值给顾客，及营销顾客关系以便让组织与其利益关系人收益的一种组织功能与程序。市场营销是个人和集体通过创造产品和价值，并同别人进行交换，以获得其所需之物的一种社会和管理过程。

❼ zara的市场营销策略的英文文献

这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。

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

❽ 求一篇市场营销专业关于大学生人生职业生涯规划的论文、3000字、急、谢谢。

一篇市场营销专复业关于大学生人生职制业生涯规划的论文
http://www.soso.com/q?sc=web&bs=site%3Adisio.cn+%C2%DB%CE%C4&ch=w.uf&num=10&w=site%3Adisio.cn+%C2%DB%CE%C4

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请谅解！

❾ 英国约克大学市场营销硕士专业怎么样

留学定位，可以通过这个留学定位院校系统https://site.douban.com/292919/widget/notes/193266604/note/633712233/给自己一个定位看看，输入你的GPA，专业，语言回成绩，意向国家等，系答统会自动匹配数据库中情况与你类似的同学案例，你看他们都申请到了哪些学校和专业，这样子就可以看到你目前的水平能申请到什么层次的院校和专业了，并了解TA的办理中介及最终录取结果，为自己的留学方案提供参考。结合自身情况也能有个大致的定位。
也可以按照留学目标来查询，看看你的目标院校和专业都哪些背景（语言成绩多少分、学校背景如何、什么专业、GPA多少等）的学生申请了，也从而对比自身情况，制定大致的目标和方向。

❿ 求几个市场营销的英文文献

这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。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 Coru