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　　Marketing——Marketing Strategy

　　市場(chǎng)營(yíng)銷——市場(chǎng)策略

　　This involves a business selling its product(s) in small, often lucrative, segments of a market. It is the opposite strategy to mass marketing. Many small businesses can identify unsatisfied consumer needs in a particular segment within a large industry, and they can develop products to meet these needs.

　　This allows the small businesses to exist in industries that are dominated by large businesses (e.g. Classic FM in the radio broadcasting industry, SAGA in the holiday industry). However, if larger rivals appear within the niche market, the smaller businesses will often find it difficult to compete effectively with these well-resourced businesses.

　　It is also dangerous for a business to offer just one product within the market, since any larger rivals are likely to be more diversified and have a wider product portfolio. Theses larger businesses could, therefore, reduce their prices to such a low level that the small business cannot compete profitably.

　　Nevertheless, during periods of economic growth and higher consumer spending, then niche markets can offer a very lucrative opportunity to many small businesses to offer a personalised, high value-added service/product.

　　這涉及到一個(gè)企業(yè)在一個(gè)小的，通常是有利可圖的細(xì)分市場(chǎng)上銷售其產(chǎn)品。它是與大眾營(yíng)銷相反的策略。許多小企業(yè)可以在一個(gè)大行業(yè)的特定細(xì)分市場(chǎng)中發(fā)現(xiàn)未被滿足的消費(fèi)者需求，他們可以開(kāi)發(fā)產(chǎn)品來(lái)滿足這些需求。

　　這使得小企業(yè)能夠存在于由大企業(yè)主導(dǎo)的行業(yè)中（例如，無(wú)線電廣播行業(yè)的經(jīng)典調(diào)頻，度假行業(yè)的SAGA）。然而，如果利基市場(chǎng)中出現(xiàn)較大的競(jìng)爭(zhēng)對(duì)手，小企業(yè)往往會(huì)發(fā)現(xiàn)很難與這些資源豐富的企業(yè)進(jìn)行有效競(jìng)爭(zhēng)。

　　一個(gè)企業(yè)在市場(chǎng)上只提供一種產(chǎn)品也是很危險(xiǎn)的，因?yàn)槿魏屋^大的對(duì)手都可能更加多樣化，擁有更廣泛的產(chǎn)品系列。因此，這些大型企業(yè)可能會(huì)將價(jià)格降到很低的水平，以至于小企業(yè)無(wú)法盈利地競(jìng)爭(zhēng)。

　　然而，在經(jīng)濟(jì)增長(zhǎng)和消費(fèi)者支出增加的時(shí)期，利基市場(chǎng)可以為許多小企業(yè)提供一個(gè)非常有利可圖的機(jī)會(huì)，提供個(gè)性化的高附加值服務(wù)/產(chǎn)品。

　　This shows the various stages that a product is expected to pass through and it also indicates the likely level of sales that can be expected at each stage.

　　The length of the lifecycle will vary from product to product and from industry to industry (e.g. Oxo Cubes, Levi Jeans and Kellogg's Cornflakes have lifecycles that have lasted for over 50 years, but various pop groups and childrens' toys have a lifecycle that can last less than 12 months). Generally, there are six stages to the lifecycle - development, introduction, growth, maturity, saturation and decline, as illustrated on the diagram below :

　　這顯示了一個(gè)產(chǎn)品預(yù)計(jì)要經(jīng)過(guò)的各個(gè)階段，它也表明了每個(gè)階段可能的銷售水平。

　　生命周期的長(zhǎng)度因產(chǎn)品而異，因行業(yè)而異（例如，Oxo Cubes、Levi Jeans和Kellogg's Cornflakes的生命周期已經(jīng)持續(xù)了50多年，但各種流行音樂(lè)團(tuán)體和兒童玩具的生命周期卻可能不到12個(gè)月）。一般來(lái)說(shuō)，生命周期有六個(gè)階段--發(fā)展、引進(jìn)、成長(zhǎng)、成熟、飽和和衰退，如下圖所示：

　　During the development stage, much time will be spent designing and testing the product concept. A prototype will often be test-marketed, in order to assess the potential sales and profitability of the new product. A decision will then be made whether or not to launch the product. The business will, therefore, incur many expenses during the development stage of the product lifecycle and the product will produce a large, negative cashflow.

　　在開(kāi)發(fā)階段，許多時(shí)間將用于設(shè)計(jì)和測(cè)試產(chǎn)品概念。為了評(píng)估新產(chǎn)品的潛在銷售和盈利能力，通常會(huì)對(duì)原型進(jìn)行試銷。然后，將決定是否推出該產(chǎn)品。因此，在產(chǎn)品生命周期的開(kāi)發(fā)階段，企業(yè)將產(chǎn)生許多費(fèi)用，產(chǎn)品將產(chǎn)生大量的負(fù)現(xiàn)金流。

　　It is estimated that only 1 in every 5 new products actually pass the development stage and reach the introductory stage of the lifecycle.

　　據(jù)估計(jì)，每5個(gè)新產(chǎn)品中只有1個(gè)真正通過(guò)開(kāi)發(fā)階段，并達(dá)到生命周期的介紹階段。

　　The introduction stage commences with the launch of the product onto the market. Sales are low and costs are still very high (especially advertising and distribution). The product is, therefore, unprofitable at this stage. The length of this stage will vary considerably according to the product. Some products will take a long time to reach the growth stage of the lifecycle (e.g. new novels) whereas others will head straight from introduction into growth in a matter of days (eg new pop-music album releases).

　　引進(jìn)階段是從產(chǎn)品投放市場(chǎng)開(kāi)始的。銷量很低，成本仍然很高（尤其是廣告和分銷）。因此，該產(chǎn)品在這個(gè)階段是無(wú)利可圖的。這一階段的長(zhǎng)度將根據(jù)產(chǎn)品的不同而有很大的不同。有些產(chǎn)品需要很長(zhǎng)時(shí)間才能達(dá)到生命周期的增長(zhǎng)階段（如新小說(shuō)），而其他產(chǎn)品則會(huì)在幾天內(nèi)直接從引入階段進(jìn)入增長(zhǎng)階段（如新的流行音樂(lè)專輯發(fā)布）。

　　Once the business has made customers aware of the new product and it has managed to achieve a high level of repeat-purchasers, then the product will head into the growth stage of the lifecycle. This is where the product starts to become profitable. Advertising is still extensive. Competitors may launch similar products to cash-in on the successful new product.

　　一旦企業(yè)讓客戶了解了新產(chǎn)品，并成功實(shí)現(xiàn)了高水平的重復(fù)購(gòu)買者，那么產(chǎn)品將進(jìn)入生命周期的增長(zhǎng)階段。這是該產(chǎn)品開(kāi)始盈利的地方。廣告仍然是廣泛的。競(jìng)爭(zhēng)者可能會(huì)推出類似的產(chǎn)品，以兌現(xiàn)成功的新產(chǎn)品。

　　The business will try to prolong the growth stage for as long as possible, but sooner or later it will reach the maturity stage of the lifecycle. The growth in sales will start to slow down and the product will nearly reach its maximum market share. There will be several competing products on the market.

　　企業(yè)會(huì)盡量延長(zhǎng)增長(zhǎng)階段，但遲早會(huì)達(dá)到生命周期的成熟階段。銷售額的增長(zhǎng)將開(kāi)始放緩，產(chǎn)品將幾乎達(dá)到其最大市場(chǎng)份額。市場(chǎng)上會(huì)有幾個(gè)競(jìng)爭(zhēng)性產(chǎn)品。

　　The saturation stage of the lifecycle will occur where the sales of the product have reached their peak and the number of competing products will have grown significantly. It is during this stage of the lifecycle that the business may decide to use an extension strategy to prolong the lifecycle and boost sales, sales revenue and profits.

　　生命周期的飽和階段將出現(xiàn)，產(chǎn)品的銷售已達(dá)到頂峰，競(jìng)爭(zhēng)產(chǎn)品的數(shù)量將大幅增長(zhǎng)。正是在生命周期的這一階段，企業(yè)可能會(huì)決定使用延長(zhǎng)戰(zhàn)略來(lái)延長(zhǎng)生命周期，提高銷售量、銷售收入和利潤(rùn)。

　　The final stage of the lifecycle is where the sales of the product go into decline. This is usually an inevitable result of changing customer tastes and fashions, new technology and the loss of market share to new products introduced by competitors.

　　生命周期的最后階段是產(chǎn)品的銷售進(jìn)入下降階段。這通常是客戶品味和時(shí)尚的變化、新技術(shù)和競(jìng)爭(zhēng)對(duì)手推出的新產(chǎn)品所帶來(lái)的市場(chǎng)份額損失的一個(gè)不可避免的結(jié)果。

　　Extension strategies 擴(kuò)展策略

　　If a business believes that a product which has reached the saturation stage of the lifecycle can still produce a higher level of sales, then it may choose to implement one or more extension strategies to improve the product's ailing level of sales, such as :

　　changing the appearance and the packaging of the product;trying to find new uses for the product;trying to find new markets for the product;trying to entice customers to use the product more frequently;ltering the ingredients of the product.The effects of an extension strategy on a product lifecycle can be represented in the diagram below:

　　如果一個(gè)企業(yè)認(rèn)為一個(gè)已經(jīng)達(dá)到生命周期飽和階段的產(chǎn)品仍然可以產(chǎn)生更高的銷售水平，那么它可以選擇實(shí)施一個(gè)或多個(gè)擴(kuò)展策略，以改善產(chǎn)品的銷售水平，例如：

　　· 改變產(chǎn)品的外觀和包裝。

　　· 試圖為產(chǎn)品找到新的用途。

　　· 試圖為產(chǎn)品尋找新的市場(chǎng)。

　　· 試圖吸引顧客更頻繁地使用該產(chǎn)品。

　　· 改變產(chǎn)品的成分。

　　擴(kuò)展戰(zhàn)略對(duì)產(chǎn)品生命周期的影響可以用下圖來(lái)表示：

　　The purpose of the extension strategy is to delay the decline stage of the lifecycle and produce extra sales and revenue for the business.

　　擴(kuò)展戰(zhàn)略的目的是推遲生命周期的衰退階段，為企業(yè)產(chǎn)生額外的銷售和收入。

　　This is a method of analysing the product portfolio of a business (that is, the number and range of different products which a business produces at a particular point in time). This model was developed by a group of management consultants called the Boston Consulting Group, and it divides the products that are produced by a business into 4 categories, according to their market share and the level of market growth. The 4 categories are :

　　這是一種分析企業(yè)產(chǎn)品組合的方法（即企業(yè)在某一特定時(shí)間點(diǎn)生產(chǎn)的不同產(chǎn)品的數(shù)量和范圍）。這個(gè)模型是由一群名為波士頓咨詢集團(tuán)的管理顧問(wèn)開(kāi)發(fā)的，它將一個(gè)企業(yè)生產(chǎn)的產(chǎn)品根據(jù)其市場(chǎng)份額和市場(chǎng)增長(zhǎng)水平分為4個(gè)類別。這4個(gè)類別是：

　　Problem Child 問(wèn)題兒童

　　Sometimes referred to as Question Marks or Wild Cats). This is a product which has a low market share in a high growth industry. These products have often been launched quite recently and have not had the necessary time to establish themselves in the market. They will require a significant amount of money to be spent on their promotion in order to achieve a healthy market share. They are at the 'Introduction' stage of the product life-cycle.

　　有時(shí)被稱為問(wèn)號(hào)或野貓）。這是一種在高增長(zhǎng)行業(yè)中市場(chǎng)占有率低的產(chǎn)品。這些產(chǎn)品往往是最近才推出的，還沒(méi)有必要的時(shí)間在市場(chǎng)上建立自己的地位。它們將需要大量的資金用于推廣，以獲得健康的市場(chǎng)份額。它們正處于產(chǎn)品生命周期的 "引進(jìn) "階段。

　　Stars 明星

　　These products have a high market share in a high growth market. They are very successful products which create a large amount of revenue for the business. They still require a large amount of money to be spent on their promotion, in order to keep ahead of the rival products in the marketplace. They are at the 'Growth' stage of the product life-cycle.

　　這些產(chǎn)品在高增長(zhǎng)的市場(chǎng)上有很高的市場(chǎng)份額。它們是非常成功的產(chǎn)品，為企業(yè)創(chuàng)造了大量的收入。它們?nèi)匀恍枰罅康馁Y金用于推廣，以便在市場(chǎng)上領(lǐng)先于競(jìng)爭(zhēng)對(duì)手的產(chǎn)品。它們正處于產(chǎn)品生命周期的 "成長(zhǎng) "階段。

　　Cash Cows 現(xiàn)金牛

　　These products have a very high market share in a stable market (i.e. market growth is low). These products are at the 'Maturity' and 'Saturation' stages of their product life-cycle and produce a very large amount of revenue for the business. This money is often used to promote the 'Problem Child' products and to develop new products.

　　這些產(chǎn)品在一個(gè)穩(wěn)定的市場(chǎng)中擁有非常高的市場(chǎng)份額（即市場(chǎng)增長(zhǎng)較低）。這些產(chǎn)品處于產(chǎn)品生命周期的 "成熟期 "和 "飽和期"，為企業(yè)創(chuàng)造了大量的收入。這筆錢通常被用來(lái)推廣'問(wèn)題兒童'產(chǎn)品和開(kāi)發(fā)新產(chǎn)品。

　　Dogs 犬類

　　These products have a very low market share in a low growth market. They produce very little revenue for the business and are at the 'Decline' stage of the product life-cycle. The business has to decide whether to try and extend the life-cycle and boost sales revenue, or whether to delete the product from the portfolio.

　　這些產(chǎn)品在一個(gè)低增長(zhǎng)的市場(chǎng)中擁有很低的市場(chǎng)份額。它們?yōu)槠髽I(yè)帶來(lái)的收入非常少，處于產(chǎn)品生命周期的 "衰退 "階段。企業(yè)必須決定是否嘗試延長(zhǎng)生命周期并提高銷售收入，或者是否從產(chǎn)品組合中刪除該產(chǎn)品。

　　These different categories can be represented in a Boston Matrix, as illustrated below:

　　這些不同的類別可以用波士頓矩陣來(lái)表示，如下圖所示：

　　As you can see from the above diagram, this business has five products in its portfolio. The size of each circle is proportional to the amount of revenue which each product generates. Some important points to note from the diagram :

　　從上圖可以看出，這家企業(yè)的產(chǎn)品組合中有五種產(chǎn)品。每個(gè)圓圈的大小與每個(gè)產(chǎn)品產(chǎn)生的收入數(shù)額成正比。從圖中可以看出一些重要的問(wèn)題：

　　Product 1 is a 'Dog' and is clearly in decline - the business would be advised to delete this product from its portfolio.

　　Product 2 is a 'Cash Cow' and produces large amounts of revenue to fund new product development as well as to fund 'Problem Child' products (such as Product 3).

　　Product 4 is a 'Star' and is generating a high level of sales, but is probably likely to face strong competition in the near-future. It will, therefore, require much money to be spent on its advertising and promotion, in order to protect its sales from rival brands.

　　Product 5 is another 'Dog', but it clearly still produces a reasonable level of sales revenue. The business may decide to use an extension strategy to prolong the life-cycle of the product and to boost its sales level. Otherwise product 5 may well go into terminal decline like product 1.

　　產(chǎn)品1是一只 "狗"，而且明顯在衰退--建議該企業(yè)從其投資組合中刪除這一產(chǎn)品。

　　產(chǎn)品2是 "現(xiàn)金牛"，產(chǎn)生大量的收入來(lái)資助新產(chǎn)品的開(kāi)發(fā)，以及資助 "問(wèn)題兒童 "產(chǎn)品（如產(chǎn)品3）。

　　產(chǎn)品4是一個(gè) "明星"，正在產(chǎn)生一個(gè)高水平的銷售，但在不久的將來(lái)可能會(huì)面臨強(qiáng)大的競(jìng)爭(zhēng)。因此，它將需要在廣告和促銷上花費(fèi)大量資金，以保護(hù)其銷售不受競(jìng)爭(zhēng)對(duì)手的影響。

　　產(chǎn)品5是另一個(gè) "狗"，但它顯然仍然產(chǎn)生合理的銷售收入水平。企業(yè)可能會(huì)決定使用延長(zhǎng)戰(zhàn)略來(lái)延長(zhǎng)產(chǎn)品的生命周期，并提高其銷售水平。否則，產(chǎn)品5很可能會(huì)像產(chǎn)品1一樣進(jìn)入末期衰退。

　　This refers to the situation where a business develops its strategy based upon its existing strengths and assets. This involves the business focussing on what it currently performs effectively, and then using this as the base for developing new products or breaking into new markets.

　　For example, many chocolate manufacturers (such as Cadbury, Nestle and Mars) have built on the tremendous success of their confectionery products to break into the ice-cream market (e.g. brands such as Crunchie, Starburst and Rolo have become high sales-volume ice-cream lines, as well as maintaining their high sales levels for the confectionery lines).

　　Niche marketing capitalises on the consumer loyalty that a business has, and helps it to develop new products and devise new marketing strategies.

　　這是指企業(yè)在其現(xiàn)有優(yōu)勢(shì)和資產(chǎn)的基礎(chǔ)上制定戰(zhàn)略的情況。這涉及到企業(yè)專注于其目前有效的表現(xiàn)，然后將其作為開(kāi)發(fā)新產(chǎn)品或進(jìn)入新市場(chǎng)的基礎(chǔ)。

　　例如，許多巧克力制造商（如吉百利、雀巢和瑪氏）在其糖果產(chǎn)品的巨大成功的基礎(chǔ)上打入冰淇淋市場(chǎng)（如Crunchie、Starburst和Rolo等品牌已成為高銷售量的冰淇淋系列，并保持其糖果系列的高銷售水平）。

　　利基營(yíng)銷利用了企業(yè)擁有的消費(fèi)者忠誠(chéng)度，并幫助企業(yè)開(kāi)發(fā)新產(chǎn)品和設(shè)計(jì)新的營(yíng)銷策略。

　　This refers to the amount of money which is added on to the raw material cost in order to arrive at the retail price for a product.

　　For example, the raw materials needed to manufacture a car might include steel, plastic, rubber, aluminium, glass, electronics, etc. These may total ￡6,000 for a particular car, which retails to customers for ￡19,000. The difference of ￡13,000 is added value.

　　It represents what the customer is actually prepared to pay for the final product. This ￡13,000 is not the profit that the manufacturer receives from selling the car, since part of it will be used to pay for wages and factory costs - so the profit will be less than the ￡13,000.

　　Some products have a very high added value figure (e.g. McDonalds 'Big Mac', Sunny Delight, and Manchester United football kits. The customer is prepared to pay a price which is several hundred percent higher than the cost of the raw materials. This could be due to the speed of service, the quality of the image / brand, the taste, the design, the advertising or the quality of the finished product.

　　這指的是在原材料成本基礎(chǔ)上增加的金額，以便得出產(chǎn)品的零售價(jià)格。

　　例如，制造一輛汽車所需的原材料可能包括鋼、塑料、橡膠、鋁、玻璃、電子產(chǎn)品等。對(duì)于一輛特定的汽車來(lái)說(shuō)，這些材料的總額可能是6,000英鎊，而這輛車的零售價(jià)是19,000英鎊。13,000英鎊的差額是附加價(jià)值。

　　它代表了客戶實(shí)際準(zhǔn)備為最終產(chǎn)品支付的費(fèi)用。這13,000英鎊不是制造商從銷售汽車中獲得的利潤(rùn)，因?yàn)槠渲幸徊糠謱⒂糜谥Ц豆べY和工廠成本--所以利潤(rùn)將少于13,000英鎊。

　　有些產(chǎn)品的附加值數(shù)字非常高（如麥當(dāng)勞的 "巨無(wú)霸"、陽(yáng)光快樂(lè)和曼聯(lián)的足球裝備?？蛻魷?zhǔn)備支付比原材料成本高百分之幾百的價(jià)格。這可能是由于服務(wù)的速度、形象/品牌的質(zhì)量、口味、設(shè)計(jì)、廣告或成品的質(zhì)量。

　　This is a framework for making marketing decisions in a scientific manner. It is derived from Frederick Taylor's method of decision-making. The model has five stages:

　　這是一個(gè)以科學(xué)方式進(jìn)行營(yíng)銷決策的框架。它源于弗雷德里克-泰勒的決策方法。該模型有五個(gè)階段：

　　Stage 1 - Set the marketing objective (normally based on the company's objectives). For example, if the company's main objective is growth, then a marketing objective may be to increase the number of markets in which it sells its products.

　　Stage 2 - Gather the data that will be needed to help make the decision. This will involve the extensive use of market research to gather qualitative and quantitative data concerning the market size, the market growth, customers' perceptions of the company and its products, the competitors, etc.

　　Stage 3 - Form hypotheses, (theories and strategies about how best to achieve the objective). For example, a medium-sized UK manufacturer of shoes may start selling products in the lucrative North American market, or it may decide to concentrate on new segments of the UK market (e.g. sports-shoes).

　　Stage 4 - Test the hypotheses. Each hypothesis will be analysed to see its potential profitability and the likelihood of success. This will be carried out through further market research, possibly by test marketing a product in a small geographic area in order to assess its potential for success.

　　Stage 5 - Control and review the whole process. This involves implementing one of the hypotheses, via the marketing mix, and looking at its outcome (ie did it meet the objective? could it have been improved?). This will help the business to set future strategies and plans which will be achievable and realistic.

　　第一階段 - 設(shè)定營(yíng)銷目標(biāo)（通?；诠镜哪繕?biāo)）。例如，如果公司的主要目標(biāo)是增長(zhǎng)，那么營(yíng)銷目標(biāo)可能是增加其產(chǎn)品銷售的市場(chǎng)數(shù)量。

　　第二階段--收集有助于做出決定的數(shù)據(jù)。這將涉及廣泛使用市場(chǎng)調(diào)查，以收集有關(guān)市場(chǎng)規(guī)模、市場(chǎng)增長(zhǎng)、客戶對(duì)公司及其產(chǎn)品的看法、競(jìng)爭(zhēng)對(duì)手等的定性和定量數(shù)據(jù)。

　　第三階段--形成假設(shè)，（關(guān)于如何最好地實(shí)現(xiàn)目標(biāo)的理論和策略）。例如，一家中等規(guī)模的英國(guó)鞋類制造商可能開(kāi)始在利潤(rùn)豐厚的北美市場(chǎng)銷售產(chǎn)品，或者它可能決定專注于英國(guó)市場(chǎng)的新領(lǐng)域（如運(yùn)動(dòng)鞋）。

　　第四階段--測(cè)試假設(shè)。將對(duì)每個(gè)假設(shè)進(jìn)行分析，以了解其潛在的盈利能力和成功的可能性。這將通過(guò)進(jìn)一步的市場(chǎng)研究來(lái)進(jìn)行，可能的話，在一個(gè)小的地理區(qū)域試銷一個(gè)產(chǎn)品，以評(píng)估其成功的潛力。

　　第五階段--控制和審查整個(gè)過(guò)程。這涉及到通過(guò)營(yíng)銷組合實(shí)施其中一個(gè)假設(shè)，并觀察其結(jié)果（即它是否達(dá)到了目標(biāo)？） 這將有助于企業(yè)制定可實(shí)現(xiàn)的、現(xiàn)實(shí)的未來(lái)戰(zhàn)略和計(jì)劃。