营销渠道中英文对照外文翻译文献

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

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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 faces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets.

The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.

In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse item and product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.

Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both

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push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and support

Channel Development

A new firm typically starts as a local operation selling in a fairly circumscribed market using existing intermediaries. The number of such intermediaries is apt to be limited: a few manufacturer’s sales agents a few wholesalers several established retailers a few trucking companies and a few warehouses. Deciding on the best channels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.

If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.

International markets pose distinct challenges. Customers shopping habits can vary by countries and many retailers such as Germany's Aldi the United Kingdoms Tesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.

In short the channel system evolves as a function of local opportunities and

conditions emerging threats and opportunities company resources and capabilities and other factors. Consider some of the challenges Dell has encountered in recent years.

Hybrid Channels

Today’s successful companies are also multiplying the number of quot go-to-market quot

or hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and

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thousands of links on affiliated sites.

Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’ s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. large accounts outbound telemarketing to sell to medium-sized

accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.

Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc.

Understanding Customer Needs

Consumers may choose the channels they prefer based on a number of factors:the price product assortment and convenience of a channel option as well as their own particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must be aware that different consumers have different needs during the purchase process. Researchers Nunes and Cespedes argue that in many markets buyers fall into one off our categories.

Habitual shoppers purchase from the same places in the same manner over time. High-value deal seekers know their needs and quot channel surf quot a great deal before buying at the lowest possible price.

Variety-loving shoppers gather information in many channels take advantage of high touch services and then buy in their favorite channel regardless of price. High-involvement shoppers gather information in all channels make their

purchase in a low- cost channel but take advantage of customer support from a high-touch channel.

One study of 40 grocery and clothing retailers in France Germany and the

United Kingdom found that retailers in those countries served three types of shopper

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s:1. Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided .2. Price/value customers who were most concerned about spending their money wisely .3. Affinity customers who primarily sought stores that suited people like themselves or the members of

groupsthey aspired to join. As Figure 15.1 shows customer profiles for these types of retailers differed across the three markets: In France shoppers placed more

importance on service and quality in the United Kingdom affinity and in Germany price and value.

Even the same consumer though may choose to use different channels for different functions in making a purchase. For instance someone may choose to

browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to quot trade upquotto retailers offering higher-end goods such as TAG Heuer watches or Calla way golf clubs these same consumers are also willing to quot trade down quot to discount retailers to buy private-label paper towels detergent or vitamins.

Value Networks

A supply chain view of a firm sees markets as destination points and amounts to a l

inear view of the flow. The company should first think of the target market however and then design the supply chain backward from that point. This view has been called demand chain planning. North westerns Don Schultz says: quot A demand chain management approach doesn’t just push things through the system. It emphasizes what solutions consumers are looking for not what products we are trying to sell them.Quot Schultz has suggested that the traditional marketing quot four Ps quot be replaced by a new acronym SIVA which stands for solutions information value and access.

An even broader view sees a company at the center of a value network-a system of partnerships and alliances that a firm creates to source augment and deliver its offerings. A value network includes a firms suppliers and its suppliers suppliers an diets immediate customers and their end customers. The value network includes valued relations with others such as university researchers and government approval agencies.

Demand chain planning yields several insights. First, the company can estimate whether more money is made upstream or downstream, in case it might want to integrate backward. or forward. Second, the company is more aware of disturbances anywhere in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carry on faster and more accurate communications, transactions, and payments to reduce costs, speed up information, and increase accuracy. With the advent of the Internet, companies are forming more numerous and complex relationships with other firms.

Managing this value network has required companies to make increasing investments in information technology and software. They have invited such software firms as SAP and Oracle to design comprehensive enterprise resource planning systems to m

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anage cash flow, manufacturing, human resources, purchasing, and other major functions within a unified framework. They hope to break up department silos and carry out core business processes more seamlessly. Marketers, for their part, have traditionally focused on the side of the value network that looks toward the customer. In the future, they will increasingly participate in and influence their companies’ upstream activities and become network managers, not only product and customer managers.

营销渠道与价值网络

管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高 通过诸如在线订购产品的能力和在一个方便的零售地点捡东西的能力；能够将网上订购的产品转化为零售商的附近商店 接受折扣和促销优惠的基础上总在线和离线购买。电路城估计店内接售占其在线销售额的一半以上2006。这是一个特定的 一个精心管理多渠道的公司的IC例子。REI（游乐设备公司）更令人沮丧：买登山靴，削弱你的脚或试图在完美的排 R只找到商店的大小或风格，你想在娱乐设备公司的股票。

大多数生产者并不直接销售产品到最终用户，他们代表的是一套执行多种功能的中介机构。这些中介机构构成了一个营销渠道，也称为贸易渠道或分销渠道，正式的营销渠道是一组相互依存的组织，参与的过程中，使产品或服务可供使用或消费。他们是通过产品或服务来确定生产后最终使用用户。

一些中介机构，如批发商和零售商购买所有权和转售商品，他们被称为商人。其他经纪商代理销售代表寻找客户，并可能代表生产商谈判，但不采取标题的货物，他们被称为代理。还有一些运输公司、广告公司、仓库银行协助分发过程，他们被叫做促进者但没有把货物所有权或洽谈购买权或销售权给他们。

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渠道的重要性

营销渠道系统是一个企业特定的营销渠道并且关于它的决策是管理层面临的最关键的问题之一。在美国的渠道成员集体获得的利润占最终销售价格30％至50％。相反，广告通常占了不到最终价格的5成或 7成。营销渠道代表一个巨大的机会成本。营销渠道的主要作用是将潜在的买家变成有利可图的客户。营销渠道不仅要服务市场还必须使用市场。

渠道选择影响其他所有的营销决策。公司的定价取决于是否采用大卖场或高品质的精品店。企业的销售力和广告决策取决于经销商需要多少培训和激励。此外，渠道决定还包括对除了对那些芬兰人相对长期的承诺之外的一套和程序。当一个汽车制造商签署支持的经销商去销售他们汽车的时候，以后汽车制造商就不能用公司拥有的网点去取代他们。与此同时，营销渠道的选择依靠自己公司的市场战略以及对目标的细分和定位。使整体营销获得在这些所有市场决策中的不同领域的集体价值最大化。

在中介企业的管理中必须决定它投入多少努力在推拉营销中。推式策略是使用制造商的销售力量促进贸易资金或使用其他手段诱导中介进行对最终用户的宣传和产品销售。推式策略适合用于选择低忠诚度的品牌产品，在这个品牌店里的项目，产品推动效益都是被理解。在拉式策略的制造商中使用通信广告宣传等形式，在拉动策略中，制造商使用广告促销和其他形式的沟通来说服消费者向中介机构要求产品，从而促使中介机构订购产品。拉的策略是适合在消费者进入店前就能够感知品牌差异和品牌选择的，拉式策略合适这种品牌有高忠诚度和高涉入度的。多年来，药物公司只针对医生和医院的广告，但在1997 FDA发布的电视广告指南，开辟了药品直接接触消费者的途径。这是特别明显的新兴行业的处方睡眠艾滋病。

顶极的 营销公司， 例如可乐, 英特尔 和 耐克 巧妙地 采用 推式 和 拉 式结合的策略。营销活动是朝向当有一个精心设计的和很好的激活消费者需求的拉式策陪的同时的推式策略的一个通道。另一方面有极少的一些消费者对它感兴趣但很难得到更多的通道引导和支持。

发展通道

新的公司通常使用现有的中介市场作为一个局部有的范围开始。此类中介机构倾向于：一些厂家销售的代理几个批发商几个零售商几个建立货运公司和一些仓库。决定最好的渠道可能不是问题，问题往往是说服性可用的中介机构去处理公司线。

如果公司成功，它可能会进入新市场，在不同的市场使用不同的渠道。在较小的市场，该公司可能直接出售给零售商在更大的市场，它可能会出售 通过分销商。在农村地区，它可能与一般商品商人在市区有限的商人。在该国的一部分，它可能会授予独家专营权在另一个我 不可能通过网点处理商品。在一个国家，它可能会使用国际销售代理在另一个可能与当地公司的合作伙伴。

国际市场带来不同的挑战。顾客购物习惯的国家和许多零售商如德国阿尔迪联合如英国乐购和西班牙Zara会重新定义他们自己，更好地调整自己的形象，以在一定程度上进入新的市场更好地调整图像局部的需求，和当地的需要和希望

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的零售商，在很大程度上坚持同样的销售公式，无论地理等埃迪鲍尔的标志和斯宾塞和进入沃尔玛营销策略。进入新的市场时，市场对待不同国家的制造商有时会遇到麻烦。

总之，渠道系统的发展作为当地机会和条件的作用，新兴的威胁和机会，公司资源和能力等因素。考虑一些的戴尔近年来遇到的挑战。

混合渠道

如今，成功的公司也在任何市场领域增加了“进入市场”或混合渠道的数量。与戴尔相反，惠普利用其销售力量出售给大客户海外电话销售，以中型帐户直接邮寄与入境号码出售给小账户零售商出售给更小的帐户和互联网销售专业，斯台普斯市场通过其传统零售渠道直接响应互联网网站虚拟商城和数以千计的链接在附属网站。

管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高,通过诸如在线订购产品的能力和在一个方便的零售地点捡东西的能力；能够将网上订购的产品转化为零售商的附近商店,接受折扣和促销优惠的基础上总在线和离线购买。电路城估计店内接售占其在线销售额的一半以上2006。这是一个特定的一个精心管理多渠道的公司的IC例子。REI（游乐设备公司）更令人沮丧：买登山靴，削弱你的脚或试图在完美的只找到商店的大小或风格，你想在娱乐设备公司的股票。

消费者可以选择他们喜欢的基于多项因素的渠道：价格产品结构和渠道选择的便利以及自己独特的跳跃目标经济社会 l或经验。与产品分割存在和使用不同类型的渠道营销人员必须意识到不同的消费者购买过程中有不同的需求。 研究人员努涅斯说，很多市场买家可以划分为以下四类。 1、习惯性购物者随时间以同样的方式从同一地点购买。

2.high-value处理求职者了解他们的需要和“频道冲浪”大量在尽可能最低的购买 价格。3.variety-loving购物者收集信息，多渠道利用高接触服务，然后买自己喜欢的频道无论价格。4.high-involvement购物者聚集在所有渠道的信息，使他们在一个低成本的渠道购买，而是利用高接触的客户的支持。 法国、德国和英国40家食品和服装零售商的一项研究发现，这些国家的零售商提供了三种类型的购物者：1。服务/质量客户谁照顾，关于商店产品的品种和性能以及提供的服务2。价格/价值的客户最关心的是明智地花钱。3。亲和客户疑问，主要寻找适合自己或他们渴望加入的群体成员的商店。如图15.1所示为这些类型的零售商不同的三客户档案市场：在法国购物者更注重服务和质量在英国的亲和力和在价格和价值在德国。

即使是相同的消费者，也可以选择使用不同的渠道，不同的功能，在购买。例如，有人可以选择浏览目录之前访问商店或 在网上订购汽车之前先在经销商处试一下。消费者也可以寻求不同类型的渠道取决于所涉及的特定类型的商品。一些消费者愿意 贸易”给零售商提供更高端的产品如豪雅手表或卡拉威高尔夫俱乐部这些相同的消费者也愿意“降格以求”折扣零售商购买私人 标签纸巾清洁剂或维他命。

网络价值

一个企业的供应链观点认为市场是目的地，而流量是一个线性视图。公司首先

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要考虑目标市场，然后设计供应链，从那个点向后。这种观点被称为需求链规划。Don Schultz说：“北西部片的需求链管理方法不只是把东西通过系统，它的解决方案是什么，消费者正在寻找什么样的产品，我们不想卖掉他们。”舒尔茨认为，传统的营销“psquot被新的缩写SIV所取代代表解决方案的信息价值与成功。

一个更广阔的视野，在一个价值网络系统的合作伙伴，公司创建源增加交付其产品的中心看到一个公司。价值网络包括 供应商、供应商及其直接客户及其最终客户。价值网络包括与其他人的价值关系，如大学研究人员和批准机构。 需求链规划产生几个见解。首先，该公司可以估计是否有更多的钱是上游或下游，如果它可能要整合落后。或向前。二公司更了解供应链中的任何干扰可能导致成本、价格，或供应的突然变化。第三、企业可以上网与自己的业务伙伴进行的更快，更准确的通信，交易和付款，以降低成本，加快信息，提高准确性。随着互联网的出现，公司正在形成与其他公司的更多的复杂关系。

管理这个价值网络要求公司在信息技术和软件方面加大投资。他们已经为SAP和Oracle等软件公司邀请设计综合企业资源计划系统，管理现金流，制造，人力资源，采购，和其他主要功能在一个统一的框架。他们希望打破部门筒仓和无缝地进行核心业务流程。营销人员为他们的一部分，历来侧重于一边的价值网络并着眼于客户。今后，他们将增加越来越参与和影响公司的上游活动，成为网络管理者，不仅只有产品和客户经理。

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指 导 教 师 评 语

毕业设计（论文）题目：海尔家电大连地区分销渠道研究 原文题目：Marketing Channels and Value Networks 译文题目：营销渠道与价值网络 文章来源：Marketing Management，出版社： Pearson Education，作者：Philip Kotler,Kevin Lane Keller著 指导教师评语： 指导教师： 评阅时间： 年 月 日 学院审核意见： 签字： 年 月 日 __________________________________________________