成功案例英文

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国际营销英文案例

篇一：服务营销英文案例

CASE2FourCustomersinSearchof

Solutions

CHRISTOPHERLOVELOOK

Fourtelephonesubscribersfrom

suburbanTorontocalltheirtelephone

companytocomplain

shouldthecompanyrespondineach

instance?

AmongthemanycustomersofBell

CanadainToronto,Ontario,arefour

individualslivingonWillowStreetina

themhasatelephone-relatedproblemand

decidestocallthecompanyaboutit.

WinstonChen

WinstonChengrumblesconstantly

abouttheamountofhishometelephone

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remanycallstocountriesin

SoutheastAsiaonweekdayevenings,

almostdailycallstoKingstonaround

midday,andcallstoVancouver,British

Columbia,es

thesamecompanyforhistelephoneand

,Mr.

Chenreceivesatelephonebillwhichis

ewingthe

bill,heisconvincedthathehasbeen

overcharged,sohecallsthephone

companytocomplainandrequestan

adjustment.

MariePortillo

MariePortillohasmisdveral

importantcallsrecentlybecauthecaller

nesthe

customerrvicedepartmenttodetermine

.

Portillo’stelephonebillisatthemedian

thecallsfromherhouarelocal,butthere

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areoccasionalinternationalcallsto

MexicoortocountriesinSouthAmerica.

Shedoesnotsubscribetoanyvalue-added

rvices.

EleanorVanderbilt

Duringthepastveralweeks,Mrs.

Vanderbilthasbeendistresdtoreceivea

ds

ls

thetelephonecompanytoeiftheycan

ne

billisinthebottom10percentofall

houholdsubscriberbillsandalmostall

callsarelocal.

RichardRobbins

Formorethanaweek,thephoneline

atRichRobbins’houhasbeenmaking

strangehummingandcracklingnois,

makingitdifficulttohearwhattheother

woofhisfriends

commentonthedistractingnois,Mr.

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guessisthatitiscaudbytheanswering

machine,whichisgettingoldand

s’

phonebillisinthe75thpercentilefora

llsaremade

tolocationswithinCanada,usuallyat

eveningsandweekends,althoughthereare

afewcallstotheUnitedStates,

studiedforhisundergraduatedegreeat

NYUandhelikestokeepintouchwith

someofhisformerclassmates.

StudyQuestions

trictlyontheinformationin

theca,howmanypossibilitiesdoyou

etogmentthetelecommunications

market?

tomerrvicerep,how

wouldyouaddresachoftheproblems

andcomplaintsreported?

ketingmanager,doyou

eanymarketingopportunitiesforthe

telephonecompanyinanyofthe

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complaints?

篇二：国际营销案例分析

国际营销案例分析

班级：学号：姓名：

案例派克笔公司

位于美国威斯康星州的派克笔公司

是世界上书写工具行业中的一家著名

公司。它的产品销往154个国家，在高

档笔市场占据首位。

1984年初，公司总部策划了一次全

球性营销活动，所有活动都按规范化、

标准化形式组织。这是一次大规模的试

验性活动。正当许多跨国公司急于借鉴

派克笔公司的经验时，这次活动却意想

不到地遭到了失败。到1985年2月活动

结束时，公司总部策划此次活动的大部

分人员离开公司或被解雇。1986年1月

份，派克笔公司的书写工具部门以1亿

美元的价格卖给派克公司中经营国际业

务的一些管理人员和伦敦的一家风险资

本公司。

企业追求全球一体化，需要进行必

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要的内部调整，把分散于海外子公司的

权力集中起来，对全球经营活动进行统

一协调。1982年1月，杰姆·皮特森成

为派克笔公司的总裁。当时，公司正处

于困境，全球营销是公司摆脱困境采取

的重要措施之一。在70年代，美元疲软，

促使派克笔公司大量出口，80％的销售

额在国外市场中实现。然而，市场在不

断变化。日本开始推销廉价笔，并获得

很大的成功。Paper、Mate、Bic、Pilot

和Pentel等品牌占有较大市场份额，导

致派克的份额降至6％。派克笔仍采用原

有战略，坚持把营销活动集中在百货公

司和文具店的高价位市场上。即使在这

个细分的市场中，由于A·T．克劳斯公

司的竞争，派克笔的市场份额也在不断

下降。

派克笔公司的海外子公司在市场营

销中拥有很大自主权，结果是产品系列

繁多，需要大量广告促销。公司在世界

各地设有40个不同的广告代理公司。80

年代，美元的升值导致公司在国际市场

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的份额下降，利润减少。皮特森上任后

立刻采取调整措施。他削减工资总额，

把产品系列从500个砍到只剩100个，

加强了生产运营，并聘用Ogilvy&

Mather公司负责派克笔的全球性广告。

同时，公司决定快速占领低价位产品市

场。其中，盈利最大的产品品牌是Vector

圆珠笔，售价每支美元。公司还计划销

售更便宜的笔，但从未考虑经营自动

笔。公司聘任了三位在国际市场

上有丰富营销经验的经理负责产品营

销。负责书写工具的营销副总裁理查

德·斯沃特曾负责3M的全球形象广告，

并培训公司管理人员制定营销计划的各

种技巧。杰克·马克斯是书写工具广告部

经理，他曾在吉列特公司负责协调护发

产品的全球性营销活动。德尔·内罗被任

命为派克笔公司国际营销计划部的经

理，他曾在费舍-普来斯公司积累了丰富

的国际营销经验。

在世界各地用同样方式销售的理念

并没有被派克笔的海外子公司和经销商

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很好接受。他们认为，笔是一样的，但

市场是不同的。法国和意大利对昂贵的

自来水笔情有独钟，斯堪的纳维亚是圆

珠笔的大好市场。在一些市场中，派克

产品可以维持高价；而在另一些市场中，

公司必须面对价格竞争。然而，公司总

部坚持认为派克笔广告必须以共同创新

战略和市场定位为基础。全球性广告主

题“建立派克的知名度”必须得到贯彻。

在广告中必须采用相同的图形布局、相

同的字型和相同的标志。

斯沃特坚持认为这种集权性管理只

能作为“起点”，它将允许充分的地方自

主性。各个子公司对这项决策有不同看

法。英国子公司始终反对这一广告主题。

Ogilvy&Mather公司也强烈反对“一个

世界，一个品牌，一种广告”的提法。于

是公司内部产生了冲突。在一次会议上，

斯沃特神经质地大嚷道：“你们应该做的

不是问为什么，而是去执行。”

1984年10月，英国伦敦子公司发起

了“建立你的品牌”运动。除了语言差别

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外，广告的形式和内容实质上是一样的：

长版面，在相同位置的横向布局说明，

派克笔的标志放在底部，等等。

问题出在生产过程中。资产价值为

1500万美元的新工厂不断出故障，成本

大幅度提高，次品率达到难以接受的水

平。

shouldyoudoifyouinJames

Peterson’sshoesinJanuary1982?

首先很多都是用电脑写材料的。用

钢笔的人自然就减少了。

第二。很多人用钢笔写出来的字不

好看，不如用中性笔写的流畅、好看一

点。第三。用钢笔还要灌墨水。中性笔

则不用这些！！

如此情况制约的钢笔的发展销售。

派克作为一个国际大品牌，在市场上的

定位要找准，做高端产品，可以代表身

份、地位的，也可以做一些高级纪念品！

例如派克公司诞辰51周年，51型

笔，这就是一支非常有纪念价值获的笔。

也只得人们去收藏。

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changes,ifany,wouldyoumakein

Parker’smarketingstrategy?即使，具有

不同国家和地区对书写工具的要求差异

比较小的特性。而派客笔公司失败的原

因是出现在市场定位上。

派克笔公司本来是生产高档书写工

具的，人们选择该品牌是出于追求一种

时尚形象，并表现出自己的地位的目的，

而皮特森的上任没有把自己的主要精力

投入到提高自己的产品质量和款式，提

高自己的产品形象从而巩固自己的高端

市场，而是把精力转入以前未涉足的价

格低廉的低端书写工具上去了。这种转

型无异于‘捡起芝麻，丢掉西瓜’。大大

影响了该品牌在传统客户中的形象。再

加上由于大量生产低端市场的书写工

具，没有注重产品质量，新工厂不断出

故障，成本大幅提高，次品率达到难以

接受的水平，我认为派克的定位是高端

市场，有目的有想法的去做一些事，做

一些有价值的东西，值得顾客顾客去想

象和品位。

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aspectsofParker’sstructurewould

youdiscard?Whichwouldyoukeep?

派克公司为51型笔配套开发出了新

型的树脂材料和墨水，使它更好的发挥

了它的优点。如此不同凡响，以至于派

克在广告宣传时把它说成是“就像来自

于另一个星球”。这种呈流线型，火箭状

的墨水笔，使用的墨水是派克的新产品

速干墨水Quink。这种墨水宣称可以“用

湿墨水写出干字”。我绝得这个是可以以

保留的。还有75型笔也是经久不衰的。

就像蛇形笔，设计了珠宝。就感觉是钢

笔装饰了珠宝一样，而不是珠宝装饰钢

笔。这样就应放弃。

thatyouareJamesPeterson’sand

youhavejusthiredanewmanagement

teamcompodofhighlyqualified

executivesfromoutsideandyournew

teamareconvincedthatyouhavethe

solutiontoParker’sproblemsbutthere

aremanyholdoverswhodisagreewith

wouldyouimplementyourplan?Towhat

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extentwouldyouincorporatetheviewsof

Parkermanagementintoyourplan？

如果我是JamesPeterson，而且还拥

有一支比较有实力的团队。想要实施一

个计划，但是有些人不同意，我会尽力

去说服，用我们的这个计划可以获得的

好处，并且我们会将这计划和派克的管

理理念结合起来，这样会更有说服力，

是的反对的声音变小。至于怎么样去结

合，在我们的计划当中，将第一步计划

按照派克的经营理念来设定，接下来则

可以穿插

篇三：服务营销英文案例2

t’sDentalOffice

Adentistekstodifferentiateher

constructsanewofficeandredesignsthe

practicetodeliverhighqualitytoher

patientsandtoimproveproductivity

r,it’s

notalwayasytoconvincepatientsthat

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hersuperiorrvice

justifieshigherfeesthatarenot

alwayscoveredbyinsurance.

ManagementComestoDentistry

“Ijusthopethequalitydifferences

arevisibletoourpatients,”mudDr.

BarbroBeckettasshesurveyedtheoffice

thathoudherwell-establisheddental

recentlymovedtoher

currentlocationfromanofficeshefeltwas

toocrampedtoallowherstafftowork

efficiently—afactorthatwasbecoming

increasinglyimportantasthecostsof

providingdentalcarecontinuedtori.

trealizedthat

productivitygainswerenecessary,shedid

notwanttocompromithequalityof

rviceherpatientsreceived.

ttookindental

schooltaughtheralotaboutthetechnical

sideofdentistrybutnothingaboutthe

eivednoformal

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traininginthemechanicsofrunninga

businessorunderstandingcustomerneeds.

Infact,professionalguidelines

discouragedmarketingoradvertisingof

dnotbeenamajor

problem22yeararlier,t

startedherpractice,sinceprofitmargins

dentalcare

roasaresultoflaborlaws,malpractice

insurance,andtheconstantneedtoinvest

inupdatingequipmentandstafftrainingas

.

Beckett’soverheadwasnowbetween70

and80percentofrevenuesbefore

accountingforherwagesorofficerental

costs.

Atthesametimeprovideroverhead

wasrising,therewasamovementinthe

UnitedStatestoreducehealthcarecoststo

insurancecompanies,employers,and

patientsbyoffering“managedhealthcare”

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throughlargehealthmaintenance

sttheprices

forvariousrvicesbyputtinganupper

limitontheamountthattheirdoctorsand

dentistscouldchargeforvarious

antagetopatientswas

thattheirhealthinsurancecovered

pricelimitations

meantthatHMOdoctorsanddentists

wouldnotbeabletooffercertainrvices

thatmightprovidebetterqualitycarebut

thad

decidednottobecomeanHMOprovider

becauthereimburmentrateswereonly

80-85percentofwhatshenormally

tthatshe

couldnotprovidehigh-qualitycareto

patientsattherates.

Thechangesprentedsome

t,who

wantedtoofferthehighestlevelofdental

careratherthanbeingalow-costprovider.

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Withthehelpofaconsultant,shedecided

hertopprioritywasdifferentiatingthe

herstaffdevelopedaninternalmission

statementthatreflectedthisgoal.

Themissionstatementread,inpart:

Itisourgoaltoprovidesuperiordentistry

inanefficient,profitablemannerwithin

theconfinesofacaring,quality

environment.

Sincehigherqualitycarewasmore

costly,t’spatientsoftenhadto

payfeesforcostsnotcoveredbytheir

uality

differencesweren’tsubstantial,the

patientsmightdecidetoswitchtoan

HMOdentistoranotherlower-cost

provider.

RedesigningtheServiceDelivery

System

ThemovetoanewofficegaveDr.

Beckettauniqueopportunitytorethink

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wantedtheworkenvironmenttoreflect

herownpersonalityandvaluesaswellas

providingapleasantplaceforherstaffto

work.

FacilitiesandEquipment

tfirstlookedintotheoffice

spacesavailableintheNorthernCalifornia

n’tfind

anythingsheliked,soshehiredan

architectfromSanFranciscotodesigna

contemporaryofficebuildingwithlotsof

creadthe

buildingcostsby$100,000,butDr.

Beckettfeltitwouldbeacriticalfactorin

differentiatingherrvice.

t’snewofficewas

tingroom

andreceptionareawerefilledwithmodern

furnitureinmutedshadesofbrown,grey,

green,antsandflowers

wereabundant,andthewallswerecovered

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calmusicplayedsoftlyin

tscouldenjoyacup

ofcoffeeorteaandbrowthroughthe

largelectionofcurrentmagazinesand

newspaperswhiletheywaitedfortheir

appointments.

Thetreatmentareaswereboth

asa

smallconferenceroomwithtoysfor

childrenandaDVDplayerthatwasud

toshowpatientducationalfilmsabout

turewas

availabletoexplainwhatpatientsneeded

todotomaximizethebenefitsoftheir

treatmentoutcomes.

Thechairsintheexaminingrooms

werecoveredinleatherandvery

omhadalarge

windowthatallowedpatientstowatch

birdatingatthefeedersthatwerefilled

erealsoattractive

mobileshangingfromtheceilingto

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distractpatientsfromtheunfamiliar

soundsandnsationstheymightbe

oneswereavailable

withawidelectionofmusic.

Theentire“backoffice”staffwore

uniformsincheerfulshadesofpink,purple,

andbluethatmatchedtheofficedé

thetechnicalequipmentlookedvery

modernandwasspotlesslyclean.

State-of-the-artcomputerizedmachinery

.

Beckett’sdentaldegreeswereprominently

displayedinheroffice,alongwith

certificatesfromvariousprogramsthatshe

andherstaffhadattendedtoupdatetheir

technicalskills.

Exhibit1:AModern,State-of-the-Art

TreatmentRoomProjectsaProfessional

ImagetoVisitingPatients

ServicePersonnel

Therewereeightemployeesinthe

dentalpractice,

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venstaffmemberswereparatedbyjob

functioninto“frontoffice”and“back

office”fficeduties

includedreceptionistandcretarialtasks

andfinancial/k

officewasdividedintohygienistsand

chairsideassistants.

Thethreechairsideassistantshelped

twith

treatment

dspecialized

trainingfortheirjobsbutdidnotneeda

hygienists

handledroutineexamsandteethcleaning

dentaloffices,hygienistshadatendencyto

actlike“primadonnas”becauoftheir

ingto

t,suchanattitudecoulddestroy

anypossibilityofteamworkamongthe

tveryfortunatethather

hygienistsviewedthemlvesaspartofa

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largerteamthatworkedtogetherto

providequalitycaretopatients.

tvaluedherfriendships

withstaffmembersandunderstoodthat

theywereavitalpartofthervice

delivery.“90percentofpatients’

perceptionsofqualitycomefromtheir

interactionswiththefrontdeskandthe

otheremployees—notfromthestaff’s

technicalskills,”.

Beckettbegantoredesignherpractice,she

discusdhergoalswiththestaffand

involvedtheminthedecision-making

ngesmeantnew

expectationsandroutinesformost

employees,andsomewerenotwillingto

assomestaffturnoveras

thenewofficeprocedureswere

rentgroupworked

verywellasateam.

tandherstaffmetbriefly

eachmorningtodiscusstheday’s

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sohad

longermeetingveryotherweekto

discussmorestrategicissuesandresolve

anyproblemsthatmighthavedeveloped.

Duringthemeetings,employeesmade

suggestionsabouthowtoimprovepatient

themostsuccessfulstaff

suggestionsinclude:“thankyou”cardsto

patientswhoreferredotherpatients;

follow-upcallstopatientsaftermajor

procedures;a“gift”bagtopatientsafter

they’vehadtheirteethcleanedthat

containsatoothbrush,toothpaste,

mouthwashandfloss;buckwheatpillows

andblanketsforpatientcomfortduring

longprocedures;coffeeandteainthe

waitingarea;andaphotoalbuminthe

waitingareawithpicturesofstaffandtheir

families.

Exhibit2:ServiceDeliveryIs

EnhancedthroughCustomizedInteraction

withPatientsBothYoungandOld

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Theexpectationsforstaff

.

Beckettprovidedheremployeeswith

manyopportunitiestoupdatetheirskills

alsorewardedtheirhardworkbygiving

monthlybonusifbusinesshadbeen

hesharedthefinancialdata

withherstaff,theycouldethedifference

inrevenuesiftheschedulewasslowor

ovided

anextraincentivetoimprovervice

ireofficealsowenton

tripstogetheronceayear;spouswere

welcometoparticipatebuthadtocover

stinations

fortheexcursionshadincludedHawaii

andWashington,

ProceduresandPatients

Withthehelpofaconsultant,allthe

themaingoalswastostandardizesomeof

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theroutineproceduressothaterrorwas

reducedandallpatientswouldreceivethe

ictimeswere

allottedforeachprocedureandthestaff

workedveryhardtoethatthetimes

policyspecifiedthat

patientsshouldbekeptwaitingnolonger

than20

minuteswithoutbeinggiventhe

optiontoreschedule,andemployeesoften

calledpatientsinadvanceiftheyknew

so

attemptedtofillincancellationstomake

memberssubstitutedforeachotherwhen

necessaryorhelpedwithtasksnot

specificallyintheirjobdescriptionsin

ordertomakethingsrunmoresmoothly.

t’spracticeincludedabout

2,000“active”remostly

white-collarworkerswithprofessional

jobsShedidnoadvertising;allofher

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newbusinesscamefrompositivewordof

t’s

practicewassobusythatpatientsoften

hadtowait3-4monthsforaroutine

cleaningandexam,buttheydidn’tem

tomindthedelay.

Thedentistbelievedthatreferrals

werearealadvantagebecaunew

patientsdidn’tcomein“cold.”Shedidnot

havetollherlfbecautheyhad

alreadybeentoldaboutherrviceby

patientswere

requiredtohaveaninitialexamsothatDr.

Beckettcoulddoaneedsasssmentand

believedthiswasthefirstindicationto

patientsthatherpracticewasdifferent

fromotherstheyhadexperienced.

TheBiggestChallenge

“Redesigningthebusinesswasthe

easypart,”tsighed.

“Demonstratingthehighlevelofqualityto

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patientsisthehardjob.”Shesaidthistask

waspeciallydifficultsincemostpeople

dislikedgoingtothedentistorfeltthatit

wasaninconvenienceandcameinwitha

ttiredto

reinforcetheideathatqualitydentalcare

dependedonapositivelong-term

relationshipbetweenpatientsandthe

ilosophywasreflected

inactionofthepatientmission

statementhanginginthewaitingarea:We

areacaring,professionaldentalteam

rvingmotivated,quality-oriented

patientsinterestedinkeepinghealthy

listooffera

progressiveandeducationalenvironment.

Yourconcernsareourfocus.

tenjoyedher

work,sheadmitteditcouldbedifficultto

requiredprecisionandattentiontodetail,

andtheprocedureswereoftenpainfulfor

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enfeltasthoughshewere

“walkingoneggshells”becausheknew

patientswereanxiousanduncomfortable,

whichmadethemmorecriticalofher

otuncommonfor

patientstosaynegativethingstoDr.

Beckettevenbeforetreatmentbegan.

Whenthishappened,sheremindedherlf

thatshewasprovidingqualityrvice

whetherpatientsappreciateditornot.

“Thepersonwillusuallyhavetohavethe

dentalworkdoneanyway,”sheremarked,

“soIjustdothebestjobIcanandmake

themascomfortableaspossible.”Even

thoughpatientsldomexpresd

appreciationforherrvices,shehoped

thatshemadeapositivedifferenceintheir

healthorappearancethatwouldbenefit

theminthelongrun.

Exhibit3:ATeamofCloly-Knit

ProfessionalsWorkingUnderthe

GuidanceofaClear,CommonMission

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StatementCanHelpOvercometheMost

NegativePreconceivedNotionsAbout

VisitingtheDentist

StudyQuestions

fthevenelementsofthe

ServiceMarketingMixareaddresdin

thisca?Give

examplesofeach“P”youidentify.

eopledislikegoingtothe

dentist?thas

addresdthis

problemeffectively?

tandherstaff

educatepatientsaboutthervicetheyare

receiving?What

elcouldtheydo?

pplementaryrvicesare

offered?Howdotheyenhancervice

delivery?

styourowndentalcare

experienceswiththoofferedbyDr.

Beckett’

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differencesdoyoue?Badon

yourreviewofthisca,whatadvice

wouldyougivetoyourcurrentorformer

dentist,t?