市场营销外文翻译
Journal of Market-FocusedManagement,1, 13-29 (1996) 0
1996Kluwer Academic Publishers,Boston. Manufacturedin The Netherlands, Market-Focused Management:Human Resource Management Implications
RANDALL S. SCHULER
New York University, Stern School of Business, 40 W 4th Street, New York, NY 10012
Abstract. Under market-focusedmanagement(MFM) the whole organization is engagedin the satisfaction of customers? needs-so much so that MFM becomesthe philosophy and modus operandi of doing businessand customersbecomethe reasonfor the organization?sexistence. If this is to happen,humanresourcephilosophies, policies, and practicemustbe conduciveto MPM. The objectivesof this article areto briefly review the implications for human resourcemanagement.The merits of adopting the businessphilosophy of MPM as comparedto other traditional alternatives have been discussedin detail elsewhere(Webster,1992; Day, 1990; Kohli and Jaworski, 1990;Narver and Slater, 1990;Grover, 1995). Here we focuson describing humanresourcephilosophy, policies, and practices options that are affectedby MFM.
Keywords: customer-focused,humanresourcemanagement,strategic management Three market focused management strategies
Treaty and Wiersema (1995a, 1995b) have identified three MFM strategies. Each has significant and unique implications for human resource management. They discuss these strategies as “valuedisciplines of market leaders.” The authors suggest that firms today need to be excellent in one of three market-focused disciplines if they are to survive and excel.
Operational excellence
The first type of market leaders are focused on operational excellence (Treaty and Wiersema, 1995b). Those are the companies that, like Wal-Mart, are dedicated to providing low prices. Here the firm, like FedEx, must be outstanding in price or hassle-free service to attract customers away from the competitor?s best product or total solution. Companies need to operate supersimple, strive for zero overhead, use absolutely no-frills assets, buy used equipment, and find the better real estate deal. Another term that has been used for this market-focused strategy is cost reduction (Porter, 1980, 1985). Implications of it for human resource practices have been described by Schuler and Jackson (1987).
Product leadership
The second kind of market leaders are companies that zero in on product leadership through continuous innovation. They are companies like Intel and Nike that offer the best products in their markets and, through innovation stay on top of product lines year after year. Here
14RANDALL S. SCHULER companies need to focus on a high-profit niche, live with the users to better understand their product needs, attack product development with total commitment and focus, and move at blinding speed. Other terms that have been used for this market-focused strategy include differentiation (Porter, 1980) and innovation and quality enhancement (Schuler and Jackson, 1987).
Customer intimacy
The third kind of company that rises to the top practices customer intimacy. Such companies like Nordstrom?s promise to provide the best solution to whatever the customers? problems may be. Here companies need to have everyone act as salespeople, take over resonsibility for part of a customer?s operation, live, think, a nd breathe the customer, and do everything to enhance the quality of the service as defined by the customer (Schneider and Bowen, 1995a, 1995b; Bowen and Lawler, 1992).
Model of human resource management implications of MFM
Consistent with the Treaty and Wiersema (1995a) typology of market-focused management strategies, Schuler and Jackson (1987) proposed a model linking competitive management strategies and human resource management. Used together, the human resource implica-tions of MPM strategies can be described under two major headings (1) Ml34 strategies and Needed role behaviors and (2) MFM strategies and integration.
MFM strategies and needed role behaviors
Before developing a linkage between MPM strategies and human resource management, there must be a rationale for that linkage. This rationale gives us a basis for predicting, studying, refining, and modifying both strategy and practices in specific circumstances. Consistent with previous research, the rationale utilized is based on what is needed from employees apart from specific technical skills, knowledges, and abilities (SKAs) required to perform a specific task. Rather than thinking about task-specific SKAs, then, it is more useful to think about what is needed from an employee who works with other employees in a social environment. These “neededemployee behaviors” are actually best thought of as “neededrole behaviors” (Schuler and Jackson, 1995). The article in this volume by Blancer, Johnson, and Lakshman describes this rationale in more detail. Their article discusses just how important the relationship is between employee psychological states and behavior, especially customer service behaviors.
Based on an extensive review of the literature and secondary data (Schuler and Jackson, 1987), several role behaviors are thought to be instrumental in the implementation of the competitive strategies. Table 1 shows several dimensions along which employees? role behaviors can vary. The dimensions shown are the ones for which there are likely to be major differences across strategies. This can be illustrated by describing the various
MARKET-FOCUSED MANAGEMENT 15 Table 1. Employee role behaviors for MEM strategies.
1. Highly repetitive, predictable behavior Highly creative, innovative behavior
2. Very short-term focus Very long-term behavior
3. Highly coopertive, interdependent behavior Highly independent, autonomous behavior
4. Very low concern for quality Very high concern for quality
5. Very low concm for quantity Very high concern for quantity
6. Very low risk taking Very high risk taking
7. Very high concern for process Very high concern for results
8. High preference to avoid responsibility High preference to assume responsibility
9. Very inflexible to change Very flexible to change
10. Very comfortable with stability Very tolerant of ambiguity and unpredictability
11, Narrow skill application Broad skill application
12. Low job (firm) involvement High job (firm) involvement
Source: Adapted from Schuler (1988)
MFM strategies and their necessary organizational conditions in more detail, along with the needed role behaviors from the employees. These role behaviors, however, are best thought of as very broad and general characteristics of behavior. In the implementation stage of this model firms need to identify the specific behaviors unique to their situations. The example below on the Grand Union company serves as an illustration of this.
Product leadership and needed role behaviors
Product leadership can be attained through big innovative breakthroughs and incremental quality improvements. Both are important but each has unique implications for human resource management.
Innovation. Because the imperative for an organization pursuing a product leadership strategy is to be the most unique producer, conditions for innovation must be created. These conditions can be rather varied. They can be created either formally through official corporate policy or more informally. According to Kanter, “Innovation [and new venture de velopment] may originate as a deliberate and official decision of the highest levels of management or there may be the more-or-less …spontaneous? creation of mid-level people who take the initiative to solve a problem in new ways or to develop a proposal for change. Of course, highly successful companies allow both, and even official top management decisions to undertake a development effort benefit from the spontaneous creativity of those below” (Kanter, 1985, p. 50). Overall, then, for firms pursuing a MF M strategy of product leadership, the profile of employee role behavors include (1) a high degree of creative behavior, (2) a longer-term focus, (3) a relatively high level of cooperative, interdependent behavior, (4) a moderate degree of concern for quality, (5) a moderate concern for quantity,
(6) an equal degree of concern for process and results, (7) a greater degree of risk taking, and
(8) a high tolerance of ambiguity and unpredictability (Schuler, 1987). The article in this issue by Atuahene-Gima provides an excellent description of these as well as an empirical test that is generally supportive of these relationships.
16RANDALLSSCHULER
The implications of pursuing a strategy of product leadership through innovation for managing human resourcesinclude (1) selecting highly skilled individuals, (2) giving em-ployees more discretion, (3) using minimal controls, (4) making a greater investment in human resources,(5) providing more recourcesfor experimentation,(6) allowing and even rewarding occasionalfailure, and (7) appraising performancefor its long-run implications. As a consequenceof theseconditions, pursuing this strategymay result in feelings of en-hancedpersonal control and morale, and thus a greatercommitment to self and profession rather than to the employing organization (Atuahene-Gima, 1996).
Quality. A second way firms can pursue a product leadership strategy involves getting employees committed to quality and continual improvement. The profile of employee behaviors necessaryfor firms pursuing a strategyof product leadershipthrough continuous improvement is (1) relatively repetitive and predictable behaviors, (2) a more long-term or intermediate focus, (3) a modestamount of cooperative,interdependentbehavior, (4) a high concern for quality, (5) a modestconcern for quantity of output, (6) high concern for process(how the goodsor servicesare madeor delivered), (7) low risk-taking activity, and
(8) commitment to the goals of the organization.
While policy statementsemphasizing the total quality approach are valuable, they are also followed up with specific human resourcepractices: feedback systemsare in place, teamwork is permitted and facilitated, decision making and responsibility are a part of each employee?sjob description, andjob classifi cationsare flexible.
Operational excellence strategy and needed role behaviors
Often, the characteristicsof a firm pursuing the operational excellence strategy are tight controls, overhead minimization, and pursuit of economiesof scale. The primary focus of thesemeasuresis to increaseproductivity-that is, by reducing output cost per person. This can mean a reduction in the number of employeesor a reduction in wage levels.
Cost reduction can also be pursuedthrough increaseduseof part-time employees,subcon-tractors, work simplification and measurementprocedures,automation, work rule changes, andjob assignmentflexibility. Thus, there areseveralmethodsfor reducing costs. Although the details are vastly different, they all sharethe goal of reducing output cost per employee.
The profile of employee role behaviors necessaryfor firms pursuing the MFM strategy of operational excellence is as follows: (1) relatively repetitive and predictable behaviors,
(2) a rather short-term focus, (3) primarily autonomousor individual activity, (4) modest concern for quality, (5) high concern for quantity of output (goodsor services),(6) primary concern for results, (7) low risk-taking activity, and (8) a relatively high degreeof comfort with stability.
Customer intimacy strategy and needed role behaviors
Customer intimacy means giving the customer (client) a high level of personal service. The result is customer satisfaction. Improving customersatisfaction is one of the primary meansthrough which human resourcemanagementactivities impact the successof firms.
MARKET-FOCUSED MANAGEMENT17
Of course, reducing costs (and prices) and improving product features and quality are ways we generally think of improving customer satisfaction. But as many companies have now learned, customers react to more than just the price, features, and quality of the physical product. Good service (high customer intimacy) is also important. Thus for manufacturing companies and service companies, customer intimacy is important (Treaty and Wiersema, 1995a). Bowen?s article in this volume does an excellent job in presenting the details of these relationships. This is also confirmed by the results from a study of 2,000 customers who purchased goods and services from five different service companies. When asked to allocate 100 points to five factors, on average customers gave only 11 points to the tangible product or service (e.g., the food purchased or the report delivered). The remaining points were allocated to factors that more directly reflect the interactions with service providers. Yet, customers often reported that these interactions were less than satisfactory. With nearly 75 percent of current U.S. GDP being generated in the services sector, few companies can be satisfied with the results of that study (Olian and Rynes, 1991; Berry, 1995).
Services companies win or lose during the moments of contact (“moments of truth”) between employee and customers. This point was not lost on Jan Carlzon, when he was CEO of the Scandinavian airline SAS: “AsI was putting on paper some of my reflections on managing a service company, I realized that it was actually during the instant of contact between customer and staff that the future of the company hung in the balance. I call it the moment of truth” (Gronroos, 1990, p. xv). This moment of truth, it turns out, is often the moment when customers get a glimpse of how a firm messageits human resources. Because frontline employees-such as the FedEx delivery people, the attendants at Disney theme parks, and the sales clerks at Nordstrom, or the flight attendants at Southwest Airlines-are so important to service delivery, some experts have argued that service companies should be literally turned upside down. Service providers should control important decisions, and everyone else should provide secondary input. Marketing campaigns, operations manage-ment systems, and practices for managing human resources should all be coordinated with customers? needs in mind. The objective? To create a passion for service by everyone in the company (Heskett, Sasser, and Hart, 1990; Jacob, 1995).
Getting customer-focused employees. Approaches to managing human resources appear to play a significant role in creating a passion for service, which is ultimately experienced by the customers. For example, in financial services, passion for service appears to be strongest when employees are carefully selected for their service orientation, are trained extensively, receive plenty of performance feedback, and get paid fairly (Blancero, Johnson, and Lakshman; 1996; Bowen, 1996; Lux, Jex, and Hansen, 1996). Regardless of how they seek to satisfy customers, most companies recognize customers as primary stakeholders who wield considerable power, which is felt throughout the or-ganization. To meet custo mers? demands for higher quality, for instance, companies such as Weyerhaeuser, Southwest Airlines, and FedEx are organizing to “maintain an environ-ment for quality excellence conducive to full participation and personal and organizational growth” for the ir employees (Gronroos, 1990; Quick, 1992; Berry and Parasuraman, 1992). This human resouce practice also serves as a criterion for human resource utilization used
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外文翻译 原文 Marketing Material Source：Marketing Management Author：Philip Kotler Marketing Channels To reach a target market, the marketer uses three kinds of marketing channels. Communication channels deliver messages to and receive messages from target buyers. They include newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, audiotapes, and the Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels (e-mail and toll-free numbers) to counterbalance the more normal monologue channels (such as ads). The marketer uses distribution channels to display or deliver the physical product or service to the buyer or user. There are physical distribution channels and service distribution channels, which include warehouses, transportation vehicles, and various trade channels such as distributors, wholesalers, and retailers. The marketer also uses selling channels to effect transactions with potential buyers. Selling channels include not only the distributors and retailers but also the banks and insurance companies that facilitate transactions. Marketers clearly face a design problem in choosing the best mix of communication, distribution, and selling channels for their offerings. Supply Chain Whereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer channel stretching from raw materials to components to final products that are carried to final buyers. For example, the supply chain for women’s purses starts with hides, tanning operations, cutting operations, manufacturing, and the marketing channels that bring products to customers. This supply chain represents a value delivery system. Each company captures only a certain percentage of the total value generated by the supply chain. When a company acquires competitors or moves upstream or downstream, its aim is
外文文献(市场营销策略)
Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment. Positioning the Product Management's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products. Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:
营销策略外文翻译
附件1：外文资料翻译译文 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层
营销策略外文翻译文献
营销策略外文翻译文献 (文档含中英文对照即英文原文和中文翻译)
译文: 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发
出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。销售方针也许受组织文化的也影响，并且那得假定这发生。例如，如果组织总是销售它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。 实施战略销售计划发展的因素 存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当
市场营销专业术语中英文对照标准翻译
市场营销专业术语中英文对照标准翻译 本文为市场营销中经常用到的一些中文与英文互译的标准用语，希望对市场营销从业人员有所帮助。 《财富》杂志Fortune 案头调研Desk Research 奥美公司Ogilvy & Mather 白色商品White Goods 百乐门Parliament 百威啤酒Budweiser 包裹销售法Banded Pack 宝洁公司Procter & Gamble 宝丽来Polaroid 宝马BMW 边际成本Marginal Cost 边际收益Marginal Benefit 标准差，均差Standard Deviation 别克Buick 波立兹调查公司Alfred Politz Research, Inc 波旁王朝Ancient Age Bourbon 波特福洛分析Portefolio Analysis 产品差异Product Differentiation 产品生命周期Product Life Cycle 产品系列Product Line 产品组合Product Mix 阐述Presentation 超级市场Supermarket 成对比较法Paired Comparisons 成功的理想主义者Successful Idealist 承诺型消费者Committed Buyer 程度测试Tachistoscope 橙色商品Orange Goods 冲动购买Impulse Buying 重叠率Duplication 抽样Sampling 传销Pyramid Selling 传阅发行量Pass-on Circulation 词语联想法Word Associaton 刺激营销Incentive Marketing 促销Promotion 达彼思广告公司Ted Bates & Copany 大卫·奥格威David Ogilvy 戴比尔斯De Beers
营销渠道中英文对照外文翻译文献.doc
本科生毕业设计（论文）外文翻译 学院：商贸学院 学号： 120134030 专业班级：市场营销1301班 学生姓名：宫超 指导教师：赵丹 年月日 Marketing Channels and Value Networks Most producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production culminating in purchase and use by the final end user. Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators. The Importance of Channels A marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management