汽車營銷類汽車行業(yè)渠道的轉(zhuǎn)變外文翻譯、中英文翻譯、外文文獻(xiàn)翻譯

1、<p><b>　　原文</b></p><p>　　Changing Channels In The Automotive Industry: The Future of Automotive Marketing and Distribution</p><p>　　Who will be the winners and losers in the rev

2、olution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pion

3、eer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first? </p><p>　　The transformation of the

4、business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling

5、 process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that mig

6、ht thwart their renewed interest i</p><p>　　Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of million

7、s of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers

8、find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables market</p><p>　　Consumers are the only clear winners in this battle. While we are not sure which

9、 vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture th

10、at value. </p><p>　　FORCES OF CHANGE </p><p>　　From the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias

11、toward "filling the factories" to cover high fixed costs. </p><p>　　Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inven

12、tory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around

13、 entrepreneurs focused on a defined geographic area, selling one or at most two brands. </p><p>　　Despite its longevity, the traditional dealer channel leaves many people unhappy. High customer acquisition c

14、osts motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistru

15、st sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make</p><p>　　Shrinking dealer margi

16、ns do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsibl

17、e for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions. </p><p>　　SURFING THE NET

18、 FOR PROFITS </p><p>　　Obviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to p

19、redict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimat

20、es vary, but some studies have shown that with some cars, as many as 40 percent of customers gat</p><p>　　The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining infor

21、mation on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Autobytel.com Inc., is working to speed respo

22、nse time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to ge</p><p>　　DEALERS STILL PART

23、 OF EQUATION </p><p>　　No one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of bran

24、ds and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the pr

25、oduct itself but from the total purchase and ownership experience. Numerous studies show that cu</p><p>　　As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel

26、 in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribu

27、tion. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, wit</p><p>　　The most prominent

28、 new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video

29、 rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republi

30、c is currently on an extraordinary acquisition</p><p>　　Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are

31、 real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry. </p>&l

32、t;p>　　VISION FOR THE FUTURE </p><p>　　Now that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of chang

33、e in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evoluti

34、on and look at the lessons they learned. </p><p>　　Most　consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies.

35、 Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings: </p><p>　　Stage One: This is marked by major improvements in value delivered, most

36、ly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost ad

37、vantage to reduce prices and often to improve service, variety and convenience. </p><p>　　Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions ar

38、e unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety. </p><p>

39、;　　Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type

40、of game-changing concept. </p><p>　　We anticipate five major changes in future automobile distribution patterns and practices: </p><p>　　FORMING A STRATEGIC RESPONSE </p><p>　　Given

41、 this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in o

42、ther industries provide valuable insight into what is and will be required to prevail in the automotive industry. </p><p>　　Accordingly, we recommend the following strategic responses consistent with the thr

43、ee stages of channel evolution and the future automotive distribution vision described above: </p><p>　　Aggressively and systematically pursue functional improvement beyond the factory gate. The most promine

44、nt opportunity is cost. </p><p>　　Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term v

45、ision and short-term functional improvement agendas. </p><p>　　Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive t

46、o innovate "game-changing" approaches to the business. </p><p>　　FUNCTIONAL IMPROVEMENTS </p><p>　　In the conventional dealer networks, tremendous improvement opportunities exist along

47、 two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to s

48、elect a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path. </p><p>　　A better approach is to address systematically the

49、 whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business phi

50、losophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players u

51、nencumbere</p><p>　　To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for

52、 truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and re

53、aps substantial benefits. Republic could be the first in the automotive industry to create an</p><p><b>　　譯文：</b></p><p>　　汽車行業(yè)渠道的轉(zhuǎn)變：未來的汽車銷售和流通</p><p>　　誰將成為贏家？誰能徹底重塑銷售、

54、分銷和銷售為一體的汽車?他們的汽車制造商網(wǎng)絡(luò)能夠克服慣性和驕傲自滿的先驅(qū)和執(zhí)行新觀念，加強(qiáng)和擴(kuò)大品牌價值的嗎?或者，更富于想象力的零售商將nimbler或軟件公司先到那兒?</p><p>　　變革的商業(yè)銷售轎車和卡車在我們眼前發(fā)生在一個令人難以置信的速度——承諾永遠(yuǎn)改變，長期以來一直使這個行業(yè)中付出很高的代價，可憐的服務(wù)和令人不快的銷售過程。汽車制造商之間的激烈競爭，使自己所需費(fèi)用和滿足消費(fèi)者又便宜又好汽車和卡

55、車?，F(xiàn)在這個幸存者面對新的威脅來自國外的行業(yè)，可能會阻止他們的興趣，以及持久良好的客戶關(guān)系。</p><p>　　企業(yè)家們想出了新的零售觀念。他們的故事已經(jīng)有說服力的足夠吸引了數(shù)億美元的公共股權(quán)投資和說服數(shù)十種完全不賣了汽車經(jīng)銷商?；ヂ?lián)網(wǎng)技術(shù)已經(jīng)降低了進(jìn)入壁壘和其它企業(yè)家?guī)椭蛻魧ふ倚碌目捶?，評估和買新車。這些模式符合其他耐用消費(fèi)品市場的革命力量，有效轉(zhuǎn)移到零售商從制造商的市場。</p><p

56、>　　消費(fèi)者是唯一沒有加入到這次戰(zhàn)斗中的成員。雖然我們不能肯定哪個汽車制造商能生存，我們堅信勝利將需要一個更好的理解這個定義值方程的汽車和買家，開發(fā)創(chuàng)新的策略。</p><p><b>　　改變的力量</b></p><p>　　亨利·福特生產(chǎn)線的發(fā)展是基于“supply-push”的理念——強(qiáng)烈傾向“填工廠”涵蓋高的固定成本。</p>

57、<p>　　經(jīng)銷商網(wǎng)絡(luò)的邏輯延伸，創(chuàng)建了“supply-push”模式。這個網(wǎng)絡(luò)是用來持有存貨，利用私人資本(不威脅到制造商控制)、服務(wù)和支持的內(nèi)容是一個更可靠、更適合大眾的產(chǎn)品。這些網(wǎng)絡(luò)一般都是圍繞企業(yè)家集中在一個定義地域，賣一或兩名品牌。</p><p>　　盡管它的壽命很短，傳統(tǒng)的經(jīng)銷商渠道使很多人不快樂。獲取客戶的成本很高，激勵經(jīng)銷商儲存流量轉(zhuǎn)換使用咄咄逼人的銷售策略，基于微分邊緣提取顧客愿意支

58、付。頻繁的構(gòu)架回扣所教導(dǎo)的買家，不信任貼紙價格和談判，而不是從成本的貼紙。因此，經(jīng)銷商經(jīng)常發(fā)現(xiàn)他們的競爭對手不反對另一個品牌，但是對一個經(jīng)銷商采取敵對的態(tài)度。這種激烈的競爭幾乎已經(jīng)使投標(biāo)商獲利，并出售新轎車。繼續(xù)發(fā)售﹐有意購買者請在銷售的卡車、運(yùn)動型多用途車和豪華車。</p><p>　　萎縮的經(jīng)銷商利潤不轉(zhuǎn)化為快樂的顧客：大多數(shù)顧客(大約五分之四的)不喜歡購買過程中，許多人還是離開感覺到欺騙和虐待。這種強(qiáng)烈的反

59、感主要是為快速增長的互聯(lián)網(wǎng)服務(wù)所提供可供選擇的方式收集資料，對汽車，報價及價格，在某些情況下，進(jìn)行交易。</p><p><b>　　在網(wǎng)上沖浪的利潤</b></p><p>　　因特網(wǎng)在汽車分銷中是一個主要的明顯變化的角色。許多最重要的汽車產(chǎn)業(yè)發(fā)展網(wǎng)絡(luò)服務(wù)的創(chuàng)新者的今天，導(dǎo)致了一些人預(yù)測，最重要的汽車公司將在下個世紀(jì)的軟件公司。共和國行業(yè)，例如，預(yù)期銷售額達(dá)到10億

60、美元在萬維網(wǎng)上。估計有很多，但一些研究表明一些汽車，多達(dá)40%的客戶從互聯(lián)網(wǎng)上收集信息。一個較小，但越來越多的客戶展示所謂的購物行為，或招攬價格和可用性信息之前的實際購買。</p><p>　　這個引人注目的成長與網(wǎng)路科技的力量已經(jīng)大大降低了成本獲取信息的特點(diǎn)，在價格和可用性。因此，客戶更好地提取他們想要的東西從經(jīng)銷商。一個先鋒的網(wǎng)絡(luò)營銷，Autobytel.com有限公司是致力于速度響應(yīng)時間從它的參與，因為它已

61、經(jīng)得知，經(jīng)銷商有驚人比例過高，它的64%客戶——買的24小時內(nèi)使用它的服務(wù)得到的價格和可用性?；ヂ?lián)網(wǎng)提供了新的和更好的方法來進(jìn)行銷售和營銷功能，使得制造商已經(jīng)越來越富裕的雙向通信與客戶直接。它也提供了，剩下的時間，對渠道銷售全國乃至國際規(guī)模，攻擊進(jìn)一步的價值取決于傳統(tǒng)，地理頻道。</p><p>　　經(jīng)銷商還是部分的方程</p><p>　　盡管沒有人說，但汽車經(jīng)銷商終會消失。具有諷刺意味

62、的是，改變自己的轎車和卡車正在經(jīng)銷商更為重要。消費(fèi)者有了更多的選擇的品牌和型號比以往任何時候都多。改進(jìn)的耐久性與可靠性和更快的設(shè)計周期已經(jīng)縮小了與之競爭的產(chǎn)品差異在一樣的范疇。品牌忠誠度跟不上產(chǎn)品的日益來源本身，而是來自總采購和所有權(quán)的經(jīng)驗。無數(shù)的研究表明，顧客滿意已經(jīng)成為一個更重大的競爭和更大的影響大于汽車本身回購忠誠。和它的經(jīng)銷商，控制這些杠桿。(看展覽II。)這就解釋了許多汽車制造商的巨大努力使設(shè)定標(biāo)準(zhǔn)、計量、甚至基地有些經(jīng)銷商補(bǔ)

63、償對顧客滿意的成績。</p><p>　　作為一個結(jié)果，low-satisfaction命題的成本提供傳統(tǒng)的經(jīng)銷商渠道總的來說，很多消費(fèi)者已經(jīng)開始利用機(jī)會提供完善channel-value方程。企業(yè)家與使用公共資金有策略性的設(shè)計來滿足汽車分銷。經(jīng)銷商群體在美國上市的1996-7。他們過去了40億美元猛增，在1997年的收入，增加了超過30%，從1996年，大部分的增長來自另外收購現(xiàn)有經(jīng)銷商。</p>

64、<p>　　雖然如此，制造商似乎是跟著，不是領(lǐng)導(dǎo)，革命。許多仍然被推或踢沿著小路上的改變。真正的問題是他們是否有晚——在某些情況下，反應(yīng)將足夠三心二意——保護(hù)傳統(tǒng)的汽車制造商位置的來電者的汽車工業(yè)。</p><p><b>　　展望未來</b></p><p>　　現(xiàn)在我們看到墻上的裂縫中嚴(yán)重的傳統(tǒng)汽車分布模型的保護(hù)，將來會帶來什么?潛在的司機(jī)都在汽車零售

65、及變化趨勢已幫助回答這個問題。此外，它是有用的比較與其他行業(yè)的汽車行業(yè)經(jīng)驗，有流通渠道的演化，有他們學(xué)到的教訓(xùn)。</p><p>　　大多數(shù)消費(fèi)者產(chǎn)業(yè)經(jīng)歷了實質(zhì)性的流通渠道演化經(jīng)濟(jì)學(xué)中產(chǎn)生變化，法規(guī)和技術(shù)。每個人心里都有獨(dú)特的環(huán)境，但我們可以看到三個較為常見，階段，這些頻道的重組。</p><p>　　第一階段：這是由價值有重大改進(jìn)，大多減少成本。通常的成本大大降低，源自于鞏固和合理化的頻

66、道概念或更大更好的球員趕出邊際”或“小”的球員。更大的玩家使用他們的成本優(yōu)勢，以減少價格和經(jīng)常來提高服務(wù)、多樣性和便利。</p><p>　　第二階段：這里是集中在進(jìn)化渠道的特定客戶細(xì)分市場。通道功能和重組成更有效率綁定或更有吸引力的格式定義組的客戶。通過顧客價值進(jìn)一步提高價格降低，更好的服務(wù)和更大的變化。</p><p>　　第三階段：這帶來戲劇性的新范式，不只是為了分布，但對于整個價值

67、鏈。全方位的租賃(“權(quán)力”)按小時的重卡市場是一個例子，這種類型的“改變游戲”概念。</p><p><b>　　形成戰(zhàn)略的反應(yīng)</b></p><p>　　給這一觀點(diǎn)的未來時，應(yīng)廠商主要渠道球員做的嗎?適當(dāng)?shù)姆磻?yīng)是某種程度上公平形勢，當(dāng)然，但我們相信這三個階段，在其它行業(yè)的通道演化提供了有價值的洞察力，將被要求是什么在汽車行業(yè)經(jīng)驗。</p><p

68、>　　因此，我們建議以下戰(zhàn)略性反應(yīng)符合三個階段的通道演化和未來汽車分銷視覺以上所描述的：</p><p>　　積極地追求功能性改進(jìn)，廠大門之外。最突出的機(jī)會成本；理想的發(fā)展戰(zhàn)略和許多的分銷渠道，開始制造進(jìn)度，達(dá)到視覺照顧的長遠(yuǎn)的眼光和短期功能的改進(jìn)工作；建立能創(chuàng)造并占領(lǐng)更多的“下游”與之關(guān)聯(lián)的汽車，在這么做的時候，努力創(chuàng)新“改變規(guī)則”方法。</p><p><b>　　功能

69、性改進(jìn)</b></p><p>　　在傳統(tǒng)的經(jīng)銷商網(wǎng)絡(luò)，巨大的改進(jìn)機(jī)會存在兩個基本功能的路徑：降低成本，提高客戶滿意度。大多數(shù)廠家和許多大型渠道球員抓住這些機(jī)遇，給他們的大小。然而，這些球員的傾向于選擇一定數(shù)量的程序，而且他們通常專注于單一功能的改善獨(dú)立或單一功能的路徑。</p><p>　　一個更好的方法來解決系統(tǒng)的整個領(lǐng)域的可能性，與一個綜合考慮收益在特定的功能。這并不是一

70、件容易的事。即使與適度規(guī)模和野心通常需要改革根深蒂固的經(jīng)營理念；協(xié)調(diào)組織團(tuán)體，幾個不同動機(jī)；管理復(fù)雜、雄偉legalities、面向經(jīng)銷商反對變化。但制造商必須認(rèn)識到新球員不受這些約束標(biāo)桿和傳統(tǒng)的球員必須達(dá)到更高或落后。</p><p>　　到目前為止，我國主要集中于追求利益整合典型的第一階段的零售渠道進(jìn)化。但是它的一些行為提出潛在的真正改變規(guī)則零售進(jìn)化。當(dāng)信道的球員，而不是生產(chǎn)商，在零售演化，最常見的一個導(dǎo)致在