⑴ 营销策划用英语怎么说
营销策划的英文翻译_网络翻译
营销策划
Marketing Planning
planning_网络翻译
planning 英[ˈplænɪŋ]
n. 规划; 计划;
v. 计划; 设计; “plan”的现版在分词权;
[例句]The trip needs careful planning
这趟行程需要周密计划。
[其他] 原型： plan
⑵ 英语翻译以下中文。别来谷歌翻译的。来高手。 分析了其在实施服务营销的过程中存
你好，本人英来语专八，源外企口译笔译有2年多的经验，下面翻译供参考：
Analyses a few key problems in implementing service marketing. In the end, it points out for Yining branch bank of Bank of Communications the way on how to carry out effective service marketing strategies to achieve marketing success.
⑶ 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
⑷ 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。
⑸ 求市场营销战略（marketing strategy） 的英文定义
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
⑹ 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
⑺ 急需关于服务营销的英文文章
Road Service Marketing
Enterprises to continuously create value of the process is a "value added" of the process. Brand value so that the main measures : First, through value-added packaging; Second, through value-added services; Third, through spokesmen value; four consumer loyalty is driven by the value. Marketing has also entered service integration era, which read, mostly, a lack of planning for the services marketing, will only increase operating costs and rece efficiency, increase opportunities for customers to defect, enterprises must learn marketing procts such as marketing services.
Service brands
Procers not only to the enterprise brand, proct brands, but also to build service brand, and the three are mutually supportive, IBM (IBM is service), Haier (sincere forever), which is to create the biggest beneficiaries. For many instries, especially high-tech instries (such as home appliances, IT, automotive, and other instries), build service brand has become a top priority, this is a long-term competitive advantage is the "compulsory." Customers not only pay attention to the overall quality of procts, but also includes marketing services, quality, Brand sales service value-added procts have become an important component of that market competition has become the focal point. If PLUS (plus) of the projector, "she added 24" liberation truck "moving services" wave server "360 ° expert services," Legend's "sunshine services, and so on." Meanwhile, some enterprises are still against the establishment of a service brand of professional service providers, into the image identification system establish a diverse sales platform, and the system, integration of brand promotion, brand services domains.
Service proct
For service procts, telecommunications, postal services, banking, insurance and other service instries performance significantly. Manufacturing proction in the field to warm up. As procers, should clearly include real procts, the form of procts and extension procts, the packaging of the proct to form procts, namely extension services. However, the services and procts of the trend is the service "proct" meaning beyond "extension" this category. Services seem invisible, but the procts have certain characteristics, such as brands, quality, cost and value characteristics, While the market demand may create body. Procts through service providers, customers gain meet, and then achieve from the right brand trust, loyalty to the satisfaction of leap.
Serves the entire journey
Sales have not confined to after-sales service, began to sell, the pre-sale of 1216 has entered the stage of full-service, Statement from CS (customer satisfaction) for the development of TCS (through customer satisfaction). Service concept deeply influenced by the ideas of the marketing, the business community is very much respected advocate of Integrated Marketing entire proct marketing, such as the promotion of early (pre-heating), the promotion period (warming), pushed period (boiling), a period of consolidation (thermostats), This is a whole marketing concept, focus on each stage of the dissemination of information, communication and consumer ecation, different stages for different services. Full service marketing services is an important strategy embodied through strategic planning services, the establishment of full service system.
Mode of service
Many businesses have formed a personalized service model, there are several main types : investment in building its own network of services, direct outsourcing model with service functions to create complex distribution channels. Whatever the mode, "Service Marketing turn around," That is the only consideration standards. Libangqi after the proct planning and process reengineering, Design of a strategic significance of the new proct promotion program -- CCM procts and "personality matching center." "CCM personality matching center" type channels such technology is behind the systematic state legislature, personalized "service channels synergy" model. Currently, the self-management to regional markets and channels for the service functions of the "Libangqi services center." permeate almost every major city, for marketing Libangqi lay a solid foundation.
Services conceptualization
Concept has entered the marketing technology procts, such as thermal underwear, functional beverages, cosmetics, health procts, is now into marketing services. Improve service through the concept of the "gold content", mold spread of the "newsworthy" This has become a proction launch service marketing one of the main game. Just launched the concept of marketing to note that it is not "empty shell concept," have the concept behind the actual content of the support, and not a lot of bluff and bluster. In the real estate instry and frequent service concept, such as "steward service," "no service". In proction areas, is more typical of Motorola's "Total Quality", This is the "customer is completely satisfied" with the purpose of the proposed, namely customers, "Fast professional services."
The service pledges
Despite the intangible services, but manufacturers are working to make services become visible, it is service commitments. Particularly those who are struggling to build service brand enterprises, as a brand itself is credibility, a promise. The pledges include two levels : First, open to customers of procts, technologies and services; 2 is open to the interests of customer commitments, including proct quality, issues such as the quality of services to clients (including material and spiritual) to be paid to the public agreed. Through pledge to make visible the quality of service, lower risk customers to purchase, and customers in exchange for their trust. Looking sales service market, many procts, especially consumer rables (especially real estate, automobiles, home appliances, etc.) services of a competition is the focus of a commitment and promise to become more concrete and specific customers becomes the biggest winner. Lenovo such as a "three-year warranty, one year of free door-to-door, 48-hour troubleshooting Pledge" the market has become a standard after-sales service.
Outsourcing of services
Practice has proved that not only the proction, marketing, research and development, logistics and other services could be outsourced services can be outsourced. through outsourcing services to rece operating costs, improve service degree of specialization. "Let a professional company to take charge of their own professional business is not" yes manufacturers outsourcing services to the fundamental motivation, particularly those who abandon the business "large and all-encompassing" and pursuit of "professional" large enterprises, service outsourcing deal with competition as the best choice. According to statistics, in 2003 the global IT services outsourcing market reached 150 billion U.S. dollars. Visibility enterprises are deeply in love with the outsourcing market. According to the outsourcing services business starting point will be different, the outsourcing of services is divided into two : one is planned outsourcing, According to established enterprises choose outsourcing partners, establishing channels of service, including IBM, the multinational companies are outsourcing respected concepts, such as in the outsourcing business services to the Hong Kong telecommunications, operate very successfully; Another is outsourcing -- primarily dealers for sales and service business integration, and to require manufacturers responsible for the sales of services. Such as February 14, 2004 the retailer announced a comprehensive "Rainbow Service" projects, Haier, Haixin electric appliance enterprises signed an agreement These electric appliance enterprises in the United States sold merchandise retailing of discretionary maintenance services for the United States (warranty period).
Service channel
Marketing procts not only to establish distribution channels and information channels, but also to establish channels of service, procts and channels built wherever service channels where it is necessary to build. Terminal sales and service network of distance draws near, more and more network-intensive, service radius is getting smaller and smaller. This is an inevitable trend. Although some enterprises are combined sales channels and the channels of service, However, more and more enterprises are trying to build professional service channels, such as Skyworth, PULS (plus), creators of the service brand manufacturers. Service channels mainly in three ways : The first is the channels of service and proct distribution channels of integration, forming composite channels, If Lenovo has asked its dealers to "channel service" functions, and the rise of the automobile instry three S stores, 4S stores, is set to display, sales and service, parts suppliers in a four functions; The second is the procer of its own sales channels of service; A third manufacturer is the outsourcing of services to homeowners network of professional services, use of the professional services marketing channels to purchase a service platform, or license those small, scattered Terminal Services, These are very trend of the practice.
Personalized service
Growing market demand for consumption, personalize services also attendant personality, otherwise enterprises will be passive in the market. This is a story that had a left-handed users to use a mouse to reflect Lenovo Obviously, Lenovo results quickly customized for a left-handed mouse. Lenovo is not to the left-hander from customers there to make money, the key is an attitude, which services a significant meaning. It seems that enterprises must not only market segmentation procts, but also for services market segmentation; Not only do "one-on-one" marketing. but also "one-to-one" service. Customers through the breakdown of different types of customized for different services, this is the future of marketing services guidelines. Enterprises should strictly distinguish between customers and the quality of customer size, the services have different policies that meet the different needs of different customers. This is customer management practices. Enterprises adopting the "one size fits all" customer service policy management, will inevitably lead to key customers, the loss of key customers, to the enterprise caused fatal damage. With the development of software technology for the management of customer data to create the conditions for the sub-customers, meet customer demand for personalized created the conditions. Dell Computer (DELL) to direct famous DELL service concept with the client to establish direct links from the customer's first contact, until the subsequent service and denounce, through to customers with a single point of responsibility for achieving the Dell customer experience. Through direct sales model, both the end-user, small business customers, or big clients DELL customer service and technical support requirements are well known, and tailored to each customer's specific requirements provide a full range of satisfactory service.
Diversified service
Diversified service platform, three-dimensional, creating the largest customer for the convenience it is the idea of four C services under the overall guidance of thinking. Many manufacturers have established a storefront services Front (sales service centers), Plane service carrier (running the service guidance publications and promotional materials, etc.) Carrier voice services (equipped with a telephone call center or center), the mobile carrier (transport services). Carrier network services (building an interactive website) multi-service platform that enables customers to have more opportunities to receive services. Meanwhile, the "passive" customer acceptance of the demand for the service, also take the initiative to use a variety of communication channels for customer visits, planned, systematic, process of marketing services, for example, through telephone, fax, e-mail, letters, home visits and other channels provide services. Because the procers know that customers need to create a convenient, unobstructed access to the services, otherwise might have brought a lot of trouble, such as lack of timely treatment quality will lose customer loyalty. even customer complaints to the associations, the media and other departments, enterprises will have a negative impact.
Service differentiation
In the procts, technologies growing homogenization of today, only the brand and service efforts. So procers began service differentiation article. Services difference reflected in many aspects, such as service brand differentiation, mode of service differentiation, service technical differences, differences in the concept of service, communication services, such as differences in many aspects. For the "difference" can be seen from three angles to understand : a competitor is not, and the enterprise's own unique; although the two are competitors but the enterprise superb; 3 is completely different from our competitors in the pursuit practices. "IBM is service," These words have been from abroad reached the country, In fact there are indeed differences between IBM competitors to the absolute competitive edge : IBM Global Services Department since the early 1990s will be the first "service" concept into China, China to provide customers with a full range of technical services, demonstrated its comprehensive technology and professional service capabilities. IBM Global Services Department not only to provide our customers with hardware and software based on the maintenance and replacement of spare parts and after-sale services. This is what many enterprises must also be able to provide the services, but more importantly, also provides information such as the independent consultants, business process flow integration and technical services, professional services system, network integrated wiring system integration, manpower training, Win peacekeeping services, and other information technology and management consulting services to meet customers increasingly complex and indivialized needs, This is the difference between the service advantages.