外文文献翻译
没有准考证号怎么查六级成绩(含：英文原文及中文译文)
英文原文
The Competitive Dynamics in the Automotive Aftermarket: Branded
读英语在线发音Products and Private Label Products
M Szymanowski
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THE BUSINESS CASE
Throughout the automotive aftermarket industry, nior executives are facing the reality of private brands. Similar dynamics exist outside of the automotive aftermarket and are intensifying in other ctors, such as traditional consumer goods. Also known as ―private label‖ and referred to across many consumer-oriented industries as ―store brands,‖―co ntrol brands‖ or ―own brands,‖their rising prominence has led top executives to ask:
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• What issues and risks do U.S.-branded manufacturers face with respect to private brands?
• How are market forces different today than in years past? How will this landscape evolve?
• How can I better understand my operational blind spots in an increasingly competitive landscape?
• What can my management team focus on to protect and grow my brands? Where do we start?
•What are the similarities and differences between t he private brand trends in the automotive aftermarket and the consumer products ctor?
• What can be learned by automotive aftermarket executives from the private brand experiences in other ctors?
Although answers to the questions are not simple and some market dynamics are not yet fully clear, the availability of private brands and other competitive trends are growing in the automotive aftermarket community, just as they are in many consumer product gments. One out of every three consumer products s old by one of the nation’s largest retailers is now private brand – up from one out of every five just a few years ago. With U.S. private brand sales in the grocery market surpassing well over $80 billion, for example, private brands can no longer be ignored by consumer product manufacturers. The U.S. market share of private brands in food, drug and mass merchant c
hannels is more than 20 percent, according to industry data rearch firms. More than 80 percent of consumers shopping in big box, warehou clubs and superstores frequently buy store brands and, depending on the specific product category, multiple store brands at a time. Retailers are focusing more resources on private branding to enhance margins, increa shelf velocity and expand store loyalty and traffic.
Private branding in food, drug and mass merchant consumer products channels is not a new phenomenon, nor is it a new concept in
the automotive aftermarket. However, there are differences in the degree to which private brand penetration has occurred in traditional consumer goods industries compared with the automotive aftermarket. The factors giving ri to the differences include the nature and u of the products (e.g., immediate consumption vs. durable goods), the ability of the consumer to exerci preference at point of sale, technological or other barriers to entry for alternative manufacturers to produce private brands, the degree to which products are subject to regulatory controls, and the differences in the channels in which the products are distributed. Notwithstanding the distinctions, private branding will continue to impact the competitive landscape.
杯子的英文Consumer behavior has gone through a dramatic evolution in the past five years, with the economic shifts and downturns, and with the exploding access to information and technology. The lines of consumer priorities are blurring and shifting, and regardless of brand or product mix, measurement and management of the shifts will be the key to strategic success and growth in a global marketplace.
The U.S. automotive aftermarket is one of the single largest markets in the U.S. and is increasingly affected by private brand influences similar to other consumer product markets. However, total private brand penetration in the aftermarket is not as cloly measured and monitored as in other consumer ctors. As brand and product strategies continue to
阿迪达斯最新广告曲>佛山新东方evolve among aftermarket channel participants, more sophisticated measurements of private brand penetration rates are beginning to take root.
ISSUES, OPPORTUNITIES AND RISKS
我的梦中国梦演讲稿The degree of market consolidation among retailers is believed to be one of the influences at work in driving incread private brand market share penetration. Retail consolidation is also one of the contributing factors to increasing retailer pricing leverage, according to the AASA(Automotive Afterm
arket Suppliers Association) Q4 2009 Aftermarket Supplier Barometer report, and ultimately can lead to supplier margin erosion. Retail consolidation can create economy-of-scale advantages for private brands, allowing brand development and deployment costs to be spread incrementally across higher product volumes, decreasing their relative per unit volume significance. Further, private brand penetration appears to vary across product categories. Tho experiencing a higher degree of ―commoditization‖(little or no perceived differentiation across brands) have demonstrated higher private brand market share levels compared to product categories with low degrees of commoditization. Within the automotive aftermarket, product categories such as tires, accessories and maintenance parts are showing similar trends. One recent rearch report for brake component sales from Frost & Sullivan shows英语麦当劳
private brands had a 60 percent market share in 2009 and are expected to increa to 66 percent by 2015.
Monitoring private brand market share penetration levels in each aftermarket product category where a branded manufacturer participates can help asss the current degree of commoditization. However, detailed and accurate data regarding private brand penetration levels within many aftermarket product categories are not readily available —unlike other consumables ctors, where
触摸未来第二季scanner-level data from IRI and Nieln offers good visibility.
Private brand penetration varies by type of product category, geography, channel partners and consumer gment. Having more data and measurements regarding private brand penetration, consumer behavior and supply chain visibility will be esntial moving forward, in order to respond to opportunities and risks and sustain a competitive advantage.
Understanding customer and consumer gments: private brand preferences
Demographic and ethnographic gment patterns matter. More than 50 percent of 18-to-34-year-olds buy more than half of their consumer staples from private brands. Attitudinal gmentation — similar attitudes and values such as degree of importance placed on the dealer or repair professional, parts availability, do-it-yourlf (DIY) considerations, price
