市场营销战略瑞克a德维尔克-20xx年7月(中英文对照(编辑修改稿)

市场营销战略瑞克a德维尔克-20xx年7月(中英文对照(编辑修改稿)内容摘要：

r goods and services will be the newly empowered middle class. To serve these households successfully, panies will need to understand how the saving and spending patterns of consumers change as their ines increase. Hitting a moving target: Although the middle class will not reach its full spending potential for nearly 20 years, its household saving and consumption patterns have already begun to take shape. Today China39。 s thrifty households tuck away a quarter of their aftertax ine—one of the highest saving rates in the world. Our research suggests that while the emerging middle class will continue to save heavily, they will also spend increasing amounts of money. Given the challenges of such a rapidly changing market, some panies have already had to think creatively about lowering product costs, reconfiguring business systems, and shifting to local sourcing strategies. Even a successful formula for current market conditions can soon bee obsolete, however. Companies that target current urban working consumers—say, by reducing prices and repositioning products for lowerend segments—may find that these customers will abandon the brands as soon as their pocketbooks allow. To avoid this trap, several panies have adopted multitiered branding strategies, enabling them to follow their customers up the ine ladder. Pamp。 G, for example, offers more affordable Olay products in supermarkets and hypermarkets and highend lines such as Olay Regenerist in department stores. Customer Relationship Management Companies use Customer Relationship Management (CRM) to better understand customers in order to acquire, retain and grow accounts with those most profitable. Data collected through CRM enables firms to differentially serve target segments, including tailoring products to include features valued by these segments, and exclude features that add costs but fail to significantly influence target customer purchases. CRM provides data to educate employees, align their incentives and position a pany strategically to profit from evolving market needs. A MASS MARKET OF ONE The year was 1997, and Masterfoods USA, the division of Mars Inc., that makes M amp。 M‘s launched an online site called Colorworks. It offered a palette of 21 colors to coat specially ordered Mamp。 M‘s. Customers could pick any bination – maroon and gold, say, for their school colors, or silver for that special anniversary. It was a model of flexibility except for one thing: The minimum order, designed for wholesale buyers, was 18 kilograms – enough Mamp。 M‘s to give the celebrating couple a sugar overdose. Chocolate lovers clamoured for smaller portions. And in 20xx, Masterfoods responded, tweaking its manufacturing to produce 227 grams and kg customized bags and selling them online. Although these cost nearly three times the price of regular Mamp。 M‘s, they have bee a growing business, with sales doubling every year. From colored bits of candy to hockey sticks and plex plastics, lots of items are now being tailored to individual desires. This is part of a continuing industrial evolution – from mass production to mass customization. The result is the mass market of one. And the Web is helping to bring it about. Companies are wooing shoppers with a digital version of the classic Burger King eon: ―Have it your way‖. The appeal is extending from retail stores into the labs of the world‘s biggest manufacturers. Procter amp。 Gamble lets shoppers design everything from eye moisturizer to liquid foundation makeup at its site. Engineers at Rockwell Collins use virtual online labs to tailor materials for fighterpilo9t visors. And Yankee Candle woos buyers with brightlyhued labels and 8 exotic scents they can mix and match for the right candle. Mass customisation will grow, being a necessity in some industries. Companies are approaching this new world with caution, and with good reason: The Web can find plenty of customers for madetoorder products, but retooling a factory to spit out thousands of faultless variations on a theme is no easy job. Nike for example spent six months working with suppliers in Asia to rejigger its manufacturing for custommade sneakers. Other panies, aware of the plications, start off with reduced offerings. Still, recipes for success are emerging. Industries such as clothing that can charge a premium for quality are a natural. Others, like golf clubs and hockey sticks, that deal with simple shapes also have an edge. For businesses rooted in databases, from creditcard panies to mortgage lenders, the race to the mass market of one is well under way. Customization not only expands markets but also allows businesses to charge more. Shoppers who spend hours in changing rooms hunting for the elusive fit are happy to pay triple the price of the offtherack products. Suppliers have to charge more to cover the higher cost of making customized clothing, but are hoping that as the custom operation picks up steam, highercapacity manufacturing processes will lower the cost per unit, boosting profit on the premium line. Financial services are naturals for customisation too. Creditcard and mortgage panies already traffic in digital information, so they can whip up loans to fit a wide range of specific risk profiles – and charge personalized prices as well. The payoff, though, can stretch beyond sales. Masterfoods USA has picked up marketing ideas and is now testing new colors in some retail markets. For Xmas, along with the famous ―M‖ on its candies, it will print messages such as ―Ho Ho Ho‖ . Want to see your name on a batch of aquagreen Mamp。 M‘s? It could happen! Escaping the middlemarket trap: An interview with the CEO of Electrolux Hans Str229。 berg faces the daunting challenge of a rapidly polarizing appliance market. Lowcost Asian players, such as Haier, a。