国际营销【外文翻译】gc课程
外文翻译
原文
International Marketing
Material Source: International Business
刺客联盟片尾曲Author: Ricky W. Griffin & Michael W. Pustay
beef怎么读>asmbledInternational Marketing Management
absorbingAn international firm’s marketing activities often are organized as a parate and lf-contained function within the firm. Yet that function both affects and is affected by virtually every other organizational activity. The interrelationships make international marketing management a critical component of international business success. International marketing management encompass a firm’s efforts to ensure that its international marketi
网页培训学校>pullinng activities mesh with the firm’s efforts to ensure that its international marketing activities mesh with the firm’s corporate strategy, business strategy, and other functional strategies.
International Marketing and business strategiescomplexion
A key challenge for a firm’s marketing managers is to adopt an international marketing strategy that supports the firm’s overall business strategy. Business strategy can take one of three forms; differentiation, cost leadership, or focus.
A differentiation strategy requires marketing managers to develop products as well as pricing, promotional, and distribution tactics that differentiate the firm’s products or rvices from tho of its competitors in the eyes of customers. Differentiation can be bad on perceived quality, fashion, reliability, or other salient characteristics, as the marketing managers of such products as Rolex watches, BMW automobiles, and Montblanc penssuccessfully have shown. Assuming the differentiation can be communicated effectively to customers, the firm will be able to charge higher prices for its prices for its product or insulate itlf from price competition from lesr brands. For exa
mple, Rolex, which has successfully implemented a differentiation strategy, does not need to cut the price for its diamond-faced $15,000 watches whenever Target advertis Timex quartz watches for $39.95.
Alternatively, a firm may adopt an international business strategy that stress its overall cost leadership. Cost leadership can be pursued and achieved through systematic reductions in production and manufacturing costs, reductions in sales costs, the acceptance of lower profit margins , the u of less expensive materials and component parts, or other means. Marketing managers for a firm adopting this strategy will concentrate their promotional efforts on advertising the low price of the product and will utilize channels of distribution that allow the firm to keep the retail price low –for example，by lling through discounters rather than through fashionable boutiques. Texas Instruments calculators, Kia automobiles, and Bic pens all are marketed using a cost leadership strategy. And Timex’s cost leadership approach has allowed it to thrive in the large market for low-price watches.
A firm also may adopt a focus strategy. In this ca marketing managers will concentrate their efforts on particular gments of the consumer market or on particular areas or regions within a market. International marketing managers will need to concentrate on getting the appropriate message regarding the firm’s products or rvices to the various lected target markets. For example, the Swiss watchmaker Ste. Suis Microelectroniqueet d’Horlogerie SA(SMH), which manufactures Swatch watches, focus its marketing efforts on lling this inexpensive line of watches to young, fashion-oriented consumers in Europe, North America, and Asia. “Emerging Opportunities” demonstrates how one Chine entrepreneur ud the Internet as a key ingredient in implementing his focus strategy.
A critical element for a firm’s success is the congruency of its international marketing efforts with its overall business strategy. Timex, Rolex, and SMH-all watchmakers-have chon different strategies, yet all are successful internationally becau they match their international marketing efforts to their business strategies. leadership strategy implies that the firm must ek out low-cost suppliers globally and ll its watches in discount sto
res such as Wal-Mart, rather than in fashionable department stores such as Fifth Avenue and Harrod’s. Rolex’s differentiation strategy, bad on the firm’s carefully nurtured worldwide image, might collap if Rolex distributed its watches through armies of street vendors stationed in front of subway stations throughout the world, rather than through a handful of chic and expensive horologists located on the most fashionable avenues of the world’s most glamorous cities. Similarly, SMH does not adverti swatch watches to the upper-class, middle-aged audiences of Town and Country and Architectural Digest or to the predominantly male readership of Field and Stream and popular Electronics. It does
蘑菇的英文adverti its wares in the U.S., Chine, and French editions of Elle, which are read by demographically similar young, trendy female audiences—the target of its focus strategy
Having adopted an overall international business strategy, a firm must asss where it wants to do business. Decisions about whether to enter a particular foreign market are derived from and must be consistent with the firm’s overall business strategy. For example, the steady economic growth of such low-to-middle-income countries as Costa
Rica, Namibia, Poland, and Turkey offers exciting new business opportunities for Timex but not necessarily for Rolex.amy是什么意思
Becau of budget and resource limitations, international firms must carefully asss countries and rank them according to their potential for the firms’ products. Influencing this ranking may be factors such as culture, levels of competition, channels of distribution, and availability of infrastructure. Depending on the nature of the product and other circumstances, a firm may choo to enter simultaneously all markets that meet certain acceptability criteria. For example, consumer goods marketers like Nike and Coca-Cola often introduce new products broadly throughout North America or Europe to maximize the impact of their mass media advertising campaigns. Alternatively, a firm may choo to enter markets one by one, in an order bad on their potential to the firm. Caterpillar, for example, .us this approach becau its marketing strategy is bad on the painstaking development of strong local dealerships, not glitzy TV campaigns highlighting the endorments of the latest music and sports stars.
