1、求几个市场营销的英文文献

   这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。Zara: Cool Clothes Now, Not Later Ask any urban European female under the age of and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara al sells men’s fashions, again aimed at the stylish and youthful. Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked topare Zara to The Gap, the . based clothing giant with a major presence in Europe. His response: “I don’t know. I’ve never shopped at The Gap.” Most . young adults have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from stores mostly in Spain to countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way. While Zara is unlikely to displace The Gap in the . market, they are certain to offer . consumers an option previously unavailable to them. They have a und if unusual marketing strategy in which logistics plays an important role. Logistics al plays an important role in Zara’s growth plans, notably its expansion into the . market. Zara’s Marketing Strategy Zara’s marketing strategy focuses on product variety, speedtomarket, and store location. It is al notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what’s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts , different items on the store shelves in a single year. It can take a new style from concept to store shelf in days in an industry where nine months is the norm. In its primary European markets, Zara locates its stores close together. isitorsment that Zara in Madrid is like Starbucks in a major . city—you see another store on every street corner. Zara’s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with standalone stores and giant office buildings. The potential for intensepetition is clear. “These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, we have to change what we have on the shelves,” said Zara’s Toronto store manager. “They could shop in a lot of other stores, we have to make it worth their time toe here.” This al helps explain why thepany does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, the customer often finds mething new and appealing. By the same token, if the customer finds nothing to buy this visit, the store’s regular customers know that tomorrow or next week—metime on—new goods will be on Zara’s shelves. That makes it worth another visit. Zara relies heavily on store employees for market information. If a customer looks at a sweater andments, “That would look really nice with a cowl collar,” an employee can relay that information to Spain where managers decide whether or not to produce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the product in front of the customer, undermining the speedtomarket and product variety strategy. The Role of Logistics Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion industry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the ’s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to . stores. In Zara’s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara al ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain. “We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each al includes new items. That’s why our customerse in often,” the Toronto store manager said. “We might get ten of one item and five of another. We’re constantly testing.” The density of Zara’s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to production and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the production takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly. The air express strategy al allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation supports the productinnovation strategy that is the heart of Zara’s marketing, and the importance of logistics in Zara’s marketing strategy is clear. The Results and the Future Zara’s parentpany, Inditex, reached $ billion in % of its clothing in Europe, with most of the remaining % is urced in Mexico. While top managers are understandably closedmouthed about their plans, Zara seems ideally positioned to prate the . market in a major way. With me manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the . market. This would make their youthoriented styles widely available in the world’s most lucrative market. Question 1 – Zara’s Business Model and Competitive Analysis Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in in La Coru

2、想找一篇关于《网络营销与传统营销的比较研究》的外文文献和翻译

   Thework marketing and traditional marketing what's different Thework marketing theoretically, the Inte, no time, by many regional limits and even means al greatly ahead, contain great business Opportunity. Practically, it al or marketing, just with the hightech means, he al has a management idea problem, al have strategic planning questions, there's a environmental analysis, a target market, a marketing strategy and method of performance, marketpetition and develop such problems, the offline (the traditional marketing) all do bad enterprise, it is impossible to do in Inte marketing. A, management concept , strategic concept problems At large, global focus on planning, small, the ability to implement ornamented with attitude, can al affect thework marketing, lack of an overview ability and ideas, and there is no effective implementation of means,work marketing may not well. What is the status of thework, and your customers in the target market is where, how, what, market target marketing steps, marketing measures, key and breakthrough I'm afraid all is to consider. The market need planning, customer need planned measures, marketing tool needs a system arrangement. , at present a lot of enterprise dedicated products and service marketing and advertising sales; , corporate image of the publicity and promotion; , online enterprise cooperation; So on, including various enterprises create more means, more features. Online marketing invalid, may be realistic marketing of these means are not in value result is marketing al stay in "selling concept" performance. Three, marketing style problem Marketing not pragmatic, eager, blundering wind al reflect on thework. Build a web site and send me emails, they want to receive one transaction, the hope customers buying immediately, the management process of the reality doesn't lay the foundation of the blood, toil, enterprise management level of the enterprise's business credit enhancement, and establish, enterprise customer reurces' training, enterprise technical quality progress, cultivate enterprisepetitive advantage, where is the day will achieve no advantage in offline, is the advantage on the Even the site itself, al not the wish input, expect the "bottom line, evenwork marketing" as is "without this marketing". Often hear a enterprise said, I built on the Inte websites, how will not bring a transaction, even visit people have no! He who seem hinting cause. Website customerse from visitors, and customer is produced by numerous visitors, you don't go to understand visitors (possible customer), where nakedly, lack of fundamental attraction peddle, again not to cultivate visitors reurces, whoe to visit you. Web site again not planning, content and insipid, information updates, and even fewer mistakes, me enterprises or even product prices have, me enterprise in different page price and type is paradoxical. Can you say this kind of practice is responsible earnestly, pragmatic Not on the Inte still good, just exposes his management style. Thework marketing, no target market, and no target market, no effective marketing mix strategy, no systematic thinking and planning, no foundation work dependably how can you be Although thework marketing and traditional marketing in the way a lot of difference, but marketing inmon is mutually, to do work marketing", must have the ability to do the traditional marketing, can more effectively, more and more channels for a greater scope on make full use of the Inte tools and reurces 。

3、有没有关于电影营销的国外书籍或者论文，要英文的，给个书名或文章名就可以了

   

4、有哪些著名外国营销专家写的关于市场营销的著作和期刊

   我听到最多的是：菲利普·科特勒。现代营销集大成者，被誉为“现代营销学之父”。 代表作品： 《营销管理》 ps：英文原版的，版本太多，出版多次 比如：年月，上海  人民出版社提供《营销管理》（第版）英文原版书 《混沌时代的管理和营销》 《科特勒市场营销教程》