[雙語(yǔ)翻譯]營(yíng)銷策略外文翻譯--經(jīng)濟(jì)衰退期間營(yíng)銷策略的變化

1、3100 英文單詞， 英文單詞，17500 英文字符，中文 英文字符，中文 5200 字文獻(xiàn)出處： 文獻(xiàn)出處：Notta O, Vlachvei A. Changes in Marketing Strategies during Recession [J]. Procedia Economics ii) new product oriented; iii) seller oriented, iv) advertising orient

2、ed, v) cost-price oriented; vi) discounts oriented and vii) B2B market oriented. Based on the seven factor scores, a cluster analysis has been conducted and three homogeneous groups are identified.Keywords: marketing str

3、ategies, economic recession, food manufacturing firms.1. IntroductionWhen a financial crisis occurs, consumers change their buying behaviour. As the consumers change their buying behaviour, the companies have to alter th

4、e way conduct business and change their strategies in order to meet the customers’ new preferences. During economic crisis firms make very important adaptations in their marketing mix and marketing policy. Empirical rese

5、arch examine either adaptations occurred in each part of marketing mix separately, or on product policy changes, and suggest to withdraw weak and non-profitable products and to spend proportionately more on R Shama, 1993

6、; Shama, 1981; Morbey and Dugal, 1992). Also, Koksal and Ozgul, (2007) confirm that introduction of new products have significant impact on firm performance.Referring to price decision, according to the literature (Ang,e

7、t al., 2000; Koksal and Ozgul, 2007) firms usually either maintain the same prices for higher quality products, assuming that consumers will remain loyal due to values added or offer the same quality product at lower pri

8、ces. In the first case, firms expect smaller market share and profitability during period of crisis but, in the long run, when the crisis is over this effect will reverse. In the second case, by offering the same quality

9、 product at lower prices, firms gain market share. However, there is a big risk, since once price is reduced, it is difficult to reverse it when economy recovers. So, instead of lowering prices, firms offer promotional d

10、iscounts, which allows firms to keep their market share during crisis, although leads to smaller profitability. Of course, there is the option of offering lower quality product at lower prices especially in the mass mark

11、et but there is the risk of consumers continue to perceive the product as being of inferior quality after the recession.Kim (1992), Werner (1991) and Quelch, (2008) examine the impact of changes in promotional strategies

12、 due to economic crisis. Their results prove that by increasing or maintaining the level of advertising, sales income and market share increased during and after the recession. Contrary, by decreasing their advertising b

13、udgets during a recession, their performance was worst. Also, firms can benefit from the increasing number of the Internet users and of different and innovative ways of low cost online advertising (Quelch and Jocz, 2009)

14、. conducted with managers of 161 established Greek firms involved in food industry, at their place of business, yielding a satisfactory effective response rate of 16.0 percent (161/1018). Companies ranged from small busi

15、nesses to large global players. The majority had less than 10 employees (38.7%), followed by companies with 11-50 employees (34.5%) and those with over 50 employees (26.8%).The first part of the questionnaire contained q

16、uestions to collect descriptive data relating to the companies. In the second part, we utilized 22 marketing strategies – two ‘product’, five ‘cost-price’, two ‘place’ (distribution), eight ‘promotion’, and five ‘general

17、’ – to capture the impact of economic crisis on firms’ marketing mix. Respondents were asked to what extent and in which direction their company had changed those strategies since the begging of crisis period in 2010.We

18、chose food manufacturing firms because the Greek food and beverage industry consistently constitutes one of the most important areas of the secondary sector of the domestic economy and one of the driving forces of Greek

19、manufacturing. The sector employs 27,8% (2011) of the total employees in secondary sector. Food and Drinks ranked first in the share of total manufacturing value added in 2009, contributing 31% to the total Manufacturing

20、 (22.6% food and beverages 8.5%). In terms of turnover, the food and beverage sector in 2009 covering 26.2% of the total turnover of the manufacturing sector (21% Food and 5.2% in the Drinks), making a total value of sal

21、es 9.74 billion €, a fact that ranked the industry in the second place. In 2009, when started the recessionary course in the domestic economy, the industry received strong blow in terms of employment, value added, sales,

22、 gross value production and investments, recording a substantial drop in these sizes. Table1 presents the number of firms for the twelve different industries that have been chosen.Managers were asked to select how much t

23、heir firms changed the marketing strategies due to the economic crisis after 2010. The final measure included 22 items all assessed on a five-point Likert scale with the anchors 1 =very much decreased, 5 = very much incr

24、eased. They were asked about: (a) changes in product strategy, (b) changes in pricing strategies, (c) changes in promotion strategy, (d) changes in distribution networks and (e) changes in other marketing strategies.Tabl

25、e 1. Number of firms for each industryIndustry Number of firms Industry Number of firms Dairy products 26 Other food products ?8Processing of fruit and vegetables 21 Wines 19Meat and sausages 20 Water &soft drinks 7

26、Bread, pies & cakes 10 Brewery & alcoholic industry 12Oil & fats 9 Grain mill products 4Biscuits & chocolates 5 Fish & fish products 3Firstly we have utilized a principal component factor analysis. Fa

27、ctor analysis is a statistical method used to describe variability among observed, correlated variables in terms of a potentially lower number of unobserved variables called factors. Factor analysis searches for such joi

28、nt variations in response to unobserved latent variables. Principal component analysis seeks a linear combination of variables such that the maximum variance is extracted from the variables. It then removes this variance

29、 and seeks a second linear combination which explains the maximum proportion of the remaining variance, and so on (Child Dennis, 2006). The second stage of the analysis concerns cluster analysis.Through the analysis of t

30、he principal component method seven factors have been identified explaining together 68.2% of the variance in the items. See Table 2 for exact item wordings and factor analysis results. The analysis of these coefficients