『壹』 谁能给我一篇关于营销策略研究方面的英文文献
外文文献可以用你们图书馆的外文数据库检索, 如www.sciencedirect.com, www.springerlink.com
自己去找吧 学校里面可以下载到回的！英文关键词答可以利用www.iciba.com网站翻译～
『贰』 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
『叁』 跪求英文版可口可乐营销策略1！！！
不知道为什么我家网络打不开。你在网络英文搜coca cola marketing plan就有好多，如果你能打开谷歌的话，我们以前写的9—up，当然不如原版的好了，good luck~
『肆』 求一篇和营销策略有关的英文文献，最好有原创翻译的。
童鞋你好！
这个估计需要自己搜索了！
网上基本很难找到免费给你服务的！
我在这里给你点搜索国际上常用的外文数据库：
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❶ISI web of knowledge Engineering Village2
❷Elsevier SDOL数据库 IEEE/IEE(IEL)
❸EBSCOhost RSC英国皇家化学学会
❹ACM美国计算机学会 ASCE美国土木工程师学会
❺Springer电子期刊 WorldSciNet电子期刊全文库
❻Nature周刊 NetLibrary电子图书
❼ProQuest学位论文全文数据库
❽国道外文专题数据库 CALIS西文期刊目次数据库
❾推荐使用ISI web of knowledge Engineering Village2
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中文翻译得自己做了，实在不成就谷歌翻译。
弄完之后，自己阅读几遍弄顺了就成啦！
学校以及老师都不会看这个东西的！
外文翻译不是论文的主要内容！
所以，很容易过去的！
祝你好运！
『伍』 求一篇与联想笔记本营销策略有关的英文文章
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
『陆』 一篇关于销售策略的英语对话或短文
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』 谁帮忙写篇酒店市场营销策略英语文章
给你一篇范文参考下,但是没有英文的:今天，国内酒店市场的寒冬正在悄然逼近。受此次危机影响，首先，酒店行业的入境客源明显减少；其次，多数国内公司开始严格控制差旅费用支出，导致商务出行人数、次数与酒店住宿等级降低；再者，国内某些地区已经出现的高星级酒店供大与求的现象更加恶化。凡此种种皆与人们的信心产生了互为因果的关系。
为应对全球金融危机在中国可能出现的蔓延与加剧，中国政府迅速提出了四万亿人民币的经济刺激计划，国家旅游局与相关部门也在制订“国民休闲计划”，进一步落实职工带薪休假制度。那么，在营销方面，酒店应该做什么呢？
一、在市场定位不变的情况下，整体价格构成向下调整。降价是原则，如何操作，则是技巧；降价的目的非常明确：给顾客以实惠，稳定主体客源；合理减少GOP，争取营业收入最大化。在酒店营销诸要素中，价格最敏感、最直接、最有效。
酒店运用价格杠杆，有这样几点理由：首先是顾客的需求改变，这种改变表面上是顾客需求标准降低，例如由行政楼层降为标准客房，实质上是支付能力下降，也就是说，顾客并不是自愿降低自己的住宿标准，而是无力维持原住宿标准，因此，顾客，尤其是对于公务出差的顾客而言，这样的改变是痛苦的和被迫的，他们仍然渴望维持原状，在这种情况，如果酒店降价，这些顾客就可能继续留住，如果酒店坚持不降，这些顾客就可能流向其他酒店；其次，对于酒店产品而言，由于其无法贮藏的特性，今天未卖掉的房间，其价值就是零，直接受损失的是酒店；此外，就酒店营销而言，尽管许多业内人士对降价都持反对态度，但是笔者认为，该降的时候，一定要降，除非有足够的现金流，否则，就应该随行就市。
降价操作当然有技巧，要考虑市场需求、竞争对手、产品特点等诸多因素的相互作用关系。同时必须指出，降价不是营销的唯一手段，不能造成市场错位；降价与否也许是酒店可以独自决定的事情，但是降价的效果如何却非酒店独自可以决定的。这里，与顾客的沟通，特别是与大客户、常客的主动、积极沟通至关重要，我们不能采取简单的线性思维方式———酒店降价→顾客占便宜→顾客当然不反对，那么，酒店只要告知顾客就可以了，没有必要搞什么复杂的沟通。这样想法不能算错，但过于简单，因为降价的目的首先是酒店获益，酒店由于没有更好选择而不得不降价，而顾客则总是有更多其他酒店的选择。因此，降价沟通做得好，有利于酒店与顾客的双赢，顾客得到了自己想要的价值，酒店的资源得到了最大化的利用。
二、在主打产品基本不变的情况下，增加产品价值，丰富顾客选择。一般来说，在酒店可研阶段，客源定位就基本确定，由此与之配套的主打产品设计成型。因此，面对当前经营困境，一家高星级酒店没有必要考虑将适应商务客源需求的主打产品转型去适应旅游客源需求，而应该考虑将适应境外商务客源需求的产品转向适应境内商务客源需求，即调整这两部分客源的构成比例，将境外商务客源的减少部分，力争通过开发境内市场进行弥补。
具体可采取如下几种做法。首先，留住核心客户群，方法是在他们支付能力被迫降低的情况下，酒店通过降价或升级手段，尽量维持提供客户的产品标准不变；其次，吸引更多的顾客，最大限度地增加所有产品的价值，而增值部分必须为其细分顾客群所认认可。例如比较常见但也确实为顾客乐意接受的方法有减免服务费、提供免费早餐、赠送自助餐券、VIP升级、常客计划双倍积分奖励等；再者，在整合酒店内部资源（例如房间与餐饮、娱乐等的捆绑销售）基础上，整合酒店外部相关可利用资源，例如，国内有些酒店与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，酒店的目的是发掘、诱导客人的住房需求，而睡枕公司的目的宣传自己的产品。那么，当客人在用了酒店的睡枕感到确实舒服有效的时候，酒店可以把同样的睡枕卖给客人。
酒店在整合外部资源时，必须遵守这样几条原则：第一，酒店、顾客与合作方三方均合理受益；第二，整合进来的外部服务/产品要货真价实；第三，酒店受益不是体现在通过卖合作方的服务/产品获得利润，而是作为促销手段，销售酒店自身的产品；第四，此类做法只是锦上添花，不可过多过滥，影响酒店主业形象。
三、在发挥销售人员主导作用的情况下，提高一线面客员工销售意识。面对正在到来的市场寒冬，首先感觉到寒气逼人的，就是酒店的销售人员———今年的销售任务能不能完成，明年的预算指标是不是还要年年加码？作为酒店的经营决策者，首先要做的工作就是稳定并强化销售队伍。
第一，要深入销售一线，同销售人员一起分析市场的形势与酒店的任务，目的是对市场达成基本共识，对酒店的经营目标达成基本共识；第二，在共识的基础上制定灵活的销售策略，随着市场变化迅速调整；第三，客观地制定销售人员的业绩考核指标，促使他们完成指标的相应支持，包括管理支持，例如各种政策的倾斜，也包括产品支持，例如酒店的客房、餐饮的质量、特色保证等；第四，调动那些有销售才华或有培养潜力的其他部门员工充实到销售队伍中。
酒店的销售离不开全体部门和人员的共同努力，应使全体员工，特别是一线面客员工真正理解并切身感受到酒店销售业绩好坏与自己的关系，例如个人收入、工作评价等。这里并不是说，因为市场形势不好，所以酒店全体员工不管是什么岗位都分配指标去拉客户，而是要求大家在完成好岗位职责的基础上，能够站在酒店销售的立场上，思考酒店的经营与管理。对于一线面客员工，如果他们销售意识提高了，就更容易与二线、销售部合作，形成立体的销售网络。要做到这一步，管理要扁平化，授权向一线下移。
此外，对于基层员工，不要进行过多的原则、理念灌输，应该着重通过案例分析、集体讨论来增强其销售意识，通过启发的方式逐步让一线员工体会、认知、固化。谈销售并不一定就是向顾客推销什么酒店的产品，而是根据自己的岗位特点与顾客的需要随机处理。有时顾客需要的只是一个真诚的微笑，有时顾客需要的只是聊上几句贴心的家常，这些看似简单平常的待客行为，都可以起到意想不到的销售效果。
『捌』 营销策略和营销战略英文有区别么还是都是marketing strategy，英语中怎么区分呀
管理学当中有 Marketing strategies 和 Marketing tactics 之分
说白了，strategy是目标，tactic是方法。
因为翻译不同，所以冒出来许多说回法，其实答根本就这两个
『玖』 急！求关于市场营销（最好是关于营销策略的）的英文文献2000字左右的，最好带翻译，在线等！
大家知道，企业管理包括生产管理、营销管理和财务管理等多个方面，而财务管理是企业整个管理体系的核心，企业的财务管理目标即是企业追求的目标。可见，只有以财务管理为中心，协调运作管理体系的各个方面，才能有效地强化企业管理，促进企业发展。从全国来说，民营企业数量众多、分布广泛、特点各异，再加上受宏观经济环境化和体制影响，民营企业在加强财务管理方面遇到了一定的阻力，例如：政策的“歧视”使民营企业和大型企业不能公平竞争，地方政府、行业管理部门的干预，使民营企业的财务管理目标短期化，再主要的就是民营企业财务管理受业主的影响过大等一些主观因素的存在，导致财务管理的重要性被忽视。所以，其财务管理中存在的问题也多种多样，我认为，目前普遍存在的问题和原因主要有：
（一）融资困难，周转资金不足，使财务管理成断源之湖。
目前，我国民营企业初步建立了较为独立、渠道多元的融资体系，但是，融资难、担保难，仍然是制约民营企业发展的最突出的问题，主要问题是：第一，负债过多，融资成本高，风险大，造成民营企业信用等级低，资信相对较差。第二，大多数民营企业是非大型企业，有些银行受传统观念和行政干预的影响，对其贷款不够热心。第三，中介机构不健全，缺乏专门为民营企业贷款服务的金融中介机构和贷款担保机构。
分析其主要原因表现在两个方面：一是金融业对民营企业的信贷支持不够。我国金融系统从设置到服务项目，大都是以大企业为服务对象，民营企业的信贷服务往往被忽视。由于贷款难，生产经营过程中所需资金不足，极大制约了民营企业的发展。有的民营企业，虽存在暂时困难，但银行一旦支持就能起死回生；二是民营企业的融资渠道单一，难以适应市场需求的变化。由于有的民营企业，在既得不到银行的贷款支持，又不具有自我融资或向社会公开融资能力，无形中，加强企业财务管理也就成了一句空话，财务管理也就成了断源之湖。
（二）财务控制薄弱，缺乏科学性，使财务管理举步艰难。
大部分民营企业存在财务控制环节薄弱，而且对加强财务管理方面不够重视，没有从真正意义上理解财务管理在企业中的地位。主要问题有：一是资金管理不严，财务控制薄弱，造成资金闲置或不足。二是应收账款周转缓慢，造成资金回收困难。三是存货控制薄弱，造成资金呆滞。四是重钱轻物，资产流失严重。
分析其原因主要是：一是有些民营企业认为现金越多越好，致使大量现金未参加周转，有的是资金缺少计划安排，过量购置不动产，而使企业无法应付经营急需的资金，陷入财务困境。二是没有建立严格的赊销政策，缺乏有力的摧收措施，应收款不能兑现或形成呆账。三是很多民营企业月末存货占用资金往往超过其营业额的两倍以上，造成资金呆滞周转失灵。四是不少民营企业管理者，对原材料、半成品、固定资产等管理不到位，出了问题无人追究，资产浪费严重。分析以上原因，最重要的是因为企业上层领导财务管理观念落后，缺乏科学性，在思想上没有真正理解财务管理对做大做强一个企业所起到的作用，没有将财务管理纳入企业管理的有效机制中，缺乏现代财务管理观念，使财务管理失去了它在企业管理中应有的地位和作用，举步艰难。
（三）管理模式疆化，管理观念陈旧，使财务管理暗然失色。
由于长期以来在思想上受到旧的财务制度的约束，企业管理人员的观念比较滞后。主要问题有：一是企业的投资者同时就是经营者。二是企业管理者的管理能力和管理素质差，管理思想落后。
分析其原因主要是：民营企业典型的管理模式是所有权和经营权高度统一，企业的投资者同时就是经营者，这种模式势必给企业的财务管理带来负面影响，民营企业中相当一部分属于个体私营性质，在这些企业中，企业领导者集权现象严重，并且对财务管理的理论方法缺乏应有的认识和研究，致使其职责不分，越权行事，造成财务管理混乱，财务监核不严，会计人员独舟难行，想规范管理很难。大部分企业没有或无法建立内部审计部门，即使有，也很难保证内部审计的独立性。另外，有些企业没有将财务管理纳入企业管理的有效机制中，缺乏现代财务管理观念，多数民营企业家尚未建立起诸如时间价值、风险价值、边际成本、机会成本等科学管理的概念，由于管理模式疆化，管理观念陈旧，使财务管理暗然失色，失去了它在企业管理中应有的地位和作用。
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 》》》描述一个公司的营销策略英文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.
营销策略广泛，不能以一言以蔽之。此文中提到前期的市场分析，以及营销时应该利用各种工具。