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1、中英文翻译1. Market Fragmentation(1) Markets of all kinds are fragmenting at what seems like an accelerating pace. Magazines, beer, soft drinks, and snack foods; radio stations and cable TV channels; audio and Video equipment; cameras, fax machines and copiers, printers, and scanners; appliances, clothin
2、g, and financial, shopping, and business services all come in a bewildering array.The sane banking, credit, and investment services may be priced differently depending on age, credit, history, number of accounts, level of account activity, or size of balance.(2)Companies are “sneakerizing” their pro
3、ducts, transforming them from relatively low-priced commodities to relatively high-priced specialty items. Sneakers used to be general-purpose, inexpensive mass-market commodities. But sneakers are, as they say, historyand thus candidates for resurrection as higher-priced, nostalgia products in a ni
4、che market! Sneakers have been replaced by “sport shoes” special-purpose, expensive, occupying niche markets and yet produced in large volume.Supported by aggressive and bole advertising appealing to the emotions, what had been an inexpensive, practical, low-margin commodity has been transformed int
5、o a specialty product, associated with “image” and produced in large volume for numerous niche markets, the selling price determined by the extent to which the individual customer feels enriched by the purchase.Because manufacturing and information technologies are making it possible to diversify bo
6、th products and services at little additional cost over mass production, the profitability of customer-enrichment pricing strategies can be very highfor a while. At the same time, however, and for the same reasons, imitation of highly successful products and services is inevitable, because the techn
7、ologies for designing, producing, and delivering goods and services are almost universally available, And with the imitation comes great downward pressure on prices and profits precisely because of the wide gap between production costs and selling price. When Motorolas MicroTac cellular telephone wa
8、s introduced in 1989, it carried a retail priced of $2500. In mid-1994 it was readily available for little more than $100, and cellular telephone companies frequently offered it free to mew subscribers, reflecting a shift value from physical products to services.The lesson is clear. In the emerging
9、agile competitive environment, sustained success goes to companies that are capable of continually adding new value to existing products and services, as well as creating a steady stream of mew ones.(3)Companies are segmenting markets according to function, exploiting economies of scope made possibl
10、e primarily by the generalizability of microelectronics technologies. In a sense, the extraordinary range of computer chip-based consumer, commercial, and industrial products is an expression of the packagability of this technology.Increasingly, workstations, desktop computers, portables, laptops, a
11、nd notebook and subnotebook even “palm” computers utilize not only the same underlying technology but the very same processing chips, for example, the Intel 386, 486 and Pentium CPUs, and the power PC chips created yointly by IBM, Motorola, and Apple.Pagers and beepers have evolved into a broad rang
12、e of lightweight, wireless personal communication devices with constantly expanding computing and information exchange and display capabilities, ranging from sending and receiving faxes to uploading and downloading data remotely to and from on-line data services that literally span the globe.2. Prod
13、uction to Order in Arbitrary Lot SizesIt is already possible for each of the many products made on a high-volume production line to be made differently from each of the others with little or no increase in production costs. This capability, which resulted from the collapse of traditional information
14、 costs, has revolutionary marketing consequences. Individualized production increases competition in existing markets, opens new markets and creates competitive as close to mass-production prices as a company chooses to price them. In addition, more and more companies are discovering that they can p
15、roduce customer-configured products to order instead of to forecast. Doing so generates benefits far beyond savings from the elimination of inventories. The knowledge, as every product is made, that it has already been sole to ,and thus is being made for, a particular customer can have a dramatic im
16、pact on company operations. It certainly transforms the nature of sales, from pushing inventory to pulling production.Finally, production equipment innovations continue to provide greater and greater functionality at smaller scales and at significantly lower costs. For large and medium-size businesses, this development makes it easier and more cost-effective to target niche markets, producing goods and services efficiently for smaller clusters of customers.
