关于国际贸易的英语文章
随着我国经济和对外贸易的同步快速增长，国际贸易活动也日益增多。下面是店铺带来的关于国际贸易的英语文章，欢迎阅读!less
关于国际贸易的英语文章1
ON THE JOB： FACING BUSINESS CHALLENGES AT BLACK & DECKER
Power- Tool Maker Has a Remodeling Project of Its Own Nolan Archibald had a bit of a mess on his hands. He had recently been promoted to chairman and CEO of Black & Decker， a multibillion-dollar power-tool manufacturer that was having profit problems and losing market share. Most troublesome， the company was generally annoying many of the wholesalers and retailers it relied on to ll products to consumers and construction professionals.勺子的英文
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The company had developed a reputation for being arrogant， to put it mildly. In the words of a former Black & Decker employee， referring to Archibald's predecessors： "Managem
ent emed to think it had the answer to every question and would generously impart its wisdom to the mass：' Such an attitude nearly got Black & Decker kicked out of Wal-Mart， the largest retailer in the United States. Not the best plan for lling products， to say the least.
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In addition， inventory shortages plagued retailers. If a Black & Decker product turned out to be popular with the public， retailers had a pretty good chance of running out of it becau Black & Decker put a lot of emphasis on meeting its internal financial goals. The company restrained production toward the end of the year to make sure its inventory levels dropped quite low. This practice made Black & Decker's financial statements look good， but it was driving retailers away.
despiteTo make matters wor， Archibald's predecessors had recently purchad General Electric's entire line of small houhold appliances (at the time， the biggest brand transfer in history)， and although the new line of products provided a strong stream of revenue， it gave Black & Decker yet another distribution headache. Before the acquisiti英语卡通片
contest是什么意思on， most Black & Decker products were sold through hardware stores， home-improvement centers， mail-order retailers， and discount stores. To be successful， small appliances had to be sold through department stores as well， and Black & Decker had little experience in this area. Unfortunately the company tried to u the same approach it had ud with power tools， which rved only to alienate the department stores that had grown ud to good treatment from General Electric.
award winningHow could Nolan Archibald repair the bad reputation that Black & Decker had gained with wholesalers and retailers? How could he combat the pressure from competitors who were trying to push Black & Decker off the shelf? How could he handle the new small appliances， given the company's lack of experience? In short， what steps could he take to ensure Black & Decker's survival and continued success?成都培训培训
Meeting Business Challenges at Black & Decker
It's hard to say which is more impressive： the speed at which Nolan Archibald and his colleagues turned around the corporate culture or the thoroughness of the results. Black
& Decker ud to be a manufacturer driven by financial measurements; it is now well on its way to being Archibald's vision of a worldwide marketing powerhou. The company's approach to managing its marketing channels is a central component of the new Black & Decker.
The change started with strategic planning， as it should. In Archibald's own words： "You analyze the problems that are unique to the company and the industry and then determine what the strengths and weakness are. Then you develop a plan to leverage the strengths and correct the weakness." Archibald and his colleagues made sure that marketing channels were a part of that strategic plan. Moreover， the new approach manages channels as a vital marketing resource， rather than simply as a pipeline for pumping products to customers.
The analysts who have obrved Black & Decker's remarkable turnaround point out veral aspects of channel management that have been a vital part of the success. The first change was simple but most important： more respect for marketing intermediaries.
Black & Decker had a tough act to follow when it acquired General Electric's small-houhold-appliance line. Known as "Generous Electric" in some circles， GE went out of its way to be a good supplier. This effort included ample support of retailer promotions， deep inventories to prevent product shortages in the stores， and a general level of respect for the people and organizations on the front line. Black & Decker's efforts to improve relations started by emulating this regard for retailers. Out of this new respect flowed assistance. Black & Decker took veral important steps to help its channel partners. One of the was implementing a gmented channel strategy that focus specialized sales assistance on the company's two major groups of customers： industrial or professional customers and retailers. This channel strategy allows Black & Decker to give each kind of intermediary the unique help it needs. Another key step was to train its sales force thoroughly， not only in mastering product performance but also in helping retailers with inventory management， purchasing， and in-store product displays. Also， the promotional budget was beefed up to help pull customers into retail stores.
Giving assistance is now mutual. Black & Decker established a number of dealer advisory panels， which retailers can u to give the company feedback on new products customers would like to e. By using its channel as a source of marketing-rearch information， Black & Decker benefits by getting a better picture of customer needs， and the retailers benefit by being able to deliver the right products.英语学习网址
Coordinated physical distribution is another change that helps both the company and its intermediaries. To better mesh its delivery systems with the needs of distributors and retailers， Black & Decker changed virtually every aspect of its physical distribution. This overhaul included new locations for distribution centers， modified transportation policies， and more powerful systems for managing and coordinating information.
