全功能的自動(dòng)售貨機(jī)畢業(yè)論文文獻(xiàn)翻譯

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1、商務(wù)英語(yǔ)翻譯實(shí)踐與分析 摘 要　　　首先，本人翻譯了一份有關(guān)市場(chǎng)營(yíng)銷的英文材料，該材料是由我的指導(dǎo)老師選自美國(guó)官方網(wǎng)站的。然后，結(jié)合自己的翻譯實(shí)踐，分析了被動(dòng)語(yǔ)態(tài)和定語(yǔ)從句。關(guān)鍵詞：商務(wù)英語(yǔ)；翻譯實(shí)踐；體會(huì)；Abstract 　　 Firstly, I have translated an English passage on Marketing, which was unloaded by my tutor from a certain website of American government. Secondly, by virtue of the translation,

2、 I have made some analysis of passive and attributive clause. 　　 Key words: Business English；Translation practice；Marketing ；Experience； 原文 3.0 Marketing Strategy 　　　?AMT will change its focus to differentiate itself from box pushers and improve the business by filling the real need of small b

3、usiness and high-end home office for reliable information technology including hardware, software, and all related services3.1 Mission 　　　?AMT is built on the assumption that the management of information technology for business is like legal advice, accounting, graphic arts, and other bodies of kn

4、owledge, in that it is not inherently a do-it-yourself prospect. Smart business people who arent computer hobbyists need to find quality vendors do-it-yourself of reliable hardware, software, service, and support. They need to use these quality vendors as they use their other professional service su

5、ppliers, as trusted allies　　　?AMT is such a vendor. It serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor. We make sure that our clients have what they need to run their businesses as well as possible, with imum efficien

6、cy and reliability. Many of our information applications are mission critical, so we give our clients the assurance that we will be there when they need us3.2 Marketing Objectives 　　　?We need to focus our offerings on small business as the key market segment we should own. This means the 5-20-unit

7、system, tied together in a local area network, in a company with 5-50 employees. Our values -- training, installation, service, support, knowledge -- are more cleanly differentiated in this segment　　　?As a corollary, the high end of the home office market is also appropriate. We do not want to compe

8、te for the buyers who go to the chain stores or mail order, but we definitely want to be able to sell individual systems to the smart HO buyers who want a reliable full-service vendor. 3.3 Financial Objectives 1 Increase sales by 20%. 2 Increase gross margin to more than 25%. 　　　3. Increase our

9、non-hardware sales to 65% of the total. 3.4 Target Markets 　　　?We cannot survive just waiting for the customer to come to us. Instead, we must get better at focusing on the specific market segments whose needs match our offerings. Focus on targeted segments is the key to our future. 　　　?Therefore

10、, we need to focus our marketing message and our product offerings. We need to develop our message, communicate it, and make good on it 3.5 Positioning 　　　?For local businesses who need reliable systems and cant afford their own fulltime support employees, AMT is their strategy computer and networ

11、king ally. Unlike the major retail stores selling low-cost PCs as appliances in boxes, AMT is an ally to our clients businesses, and offers them a full range of services from installation to service, support, and training. 3.6 Marketing Strategy Pyramid 　　　?We must differentiate ourselves from the

12、 box pushers. We need to establish our business offering as a clear and viable alternative, for our target market, to the price-only kind of buying. We do this by promoting our value added resources. 　　　?Weve developed two strategy pyramids, each based on one main fundamental strategy. The first st

13、rategy is about focusing on service and support, and the second strategy is about focusing on customer relationships instead of products. Each is explained in more detail. 　　　?Weve also broken both our sales forecast and our expense budget into divisions based on the pyramid tactics. Sales by tacti

14、c are broken down in detail in Topic 4.2.2. You can see that the bulk of our sales dont track directly into specific marketing tactics, despite the pyramid. Expenses, however, do break down easily into tactics and the programs associated with the tactics. That detail is shown in Topic 4.3.23.6.1 Foc

15、us on Service and Support 　　　Our first pyramid, shown in the following illustration, is under the main strategy point of focusing on service and support instead of brand names and computers. We must differentiate ourselves from the box pushers. We need to establish our business offering as a clear

16、and viable alternative, for our target market, to the price-only kind of buying. We do this by promoting our value added resources VAR. 　　　As the illustration shows, our first tactic under that strategy is related to networking expertise. The Internet is booming and LANs are everywhere in our targe

17、t market. Major retailers simply cant match us for going to our customers locations and solving their networking problems. This is an excellent example of something we can give that our competitors cant, and our customers want. Our specific programs for this tactic include our service training, our

18、regular mailers to our customers, and our revised price list　　　?Our second tactic is to develop training as a line of business. Programs include train the trainer and developing sales and marketing programs intended to sell training as a line of business. This includes more mailers, a new training p

19、rice list, train-the-trainer programs, and special sales promotions related to training　　　?Finally, the third tactic is custom solutions. This generally links to our growing experience with databases and SQL Structured Query Language server applications. Our only specific sales and marketing program

20、 for this is the VAR re-marketing program, but we do have an active product development budget related to custom solutions3.6.2 Focus on Relationships 　　　Our second pyramid, shown in the following illustration, is under the main strategy point of focusing on customer relationships. We need to be st

21、rategic allies to our customers, their experts in computing and networking systems, in a way that none of our retail-oriented competitors can ever hope to match　　　?This second pyramid has three main tactics attached: 　　　?The first tactic shown is about marketing the company, not the product. We all

22、 know now what that means, that we should be emphasizing the relationship with us as AMT, instead of the brand-name on the packages such as Hewlett-Packard or Compaq. We cant sell the brand names better than the others, but we can sell ourselves and the important differences we offer. Our programs r

23、elated to that tactic include the complete re-creation of our company literature, additional sales training, and special mailers to our customers　　　The second tactic for this strategy is to make sure we have more customer contacts. We cant afford to sit back like a large retail store and wait for ou

24、r customers to come to us. We need to send mailings, or e-mails, and even telephone calls to make sure things are going right for them. Do they need more memory or additional hard disk space? A lot of customers do, and theyre grateful for our reminders. Programs for this tactic include regular maili

25、ngs about upgrades, seminars, and training. Eventually well have an e-mail program too　　　?The third and final tactic is increased sales per customer. We work hard to find and keep our customers, and our financial analysis shows that the most economic way to increase sales is by increasing sales per

26、customer instead of finding new customers. Thats new systems, upgrades, training, and additional services. Our programs for this tactic include upgrade mailings, service contract mailings, and Internet services 3.7 Marketing Mix 　　　?One core element of our marketing strategy is a change in the mar

27、keting mix. In terms of promotion, we need to sell our company as a differentiated strategic ally, not just our products. In price, we need to remain heting strategy is a change in the marketing mix. In terms of promotion, we need to sell our company as a differentiated strategic ally, not just our

28、products. In price, we need to remain higher than the competition and we need to be able to defend that. Our product marketing has to recognize more that our service and our relationship is the key to our future product marketing. We sell a relationship more than products. 3.7.1 Product Marketing?

29、 　　　AMT provides both computer products and services to make them useful to small business. We are especially focused on providing network systems and services to small and medium business. The systems include both PC-based LAN systems and Minicomputer server-based systems. Our services include de

30、sign and installation of network systems, training, and support. 　　　?In personal computers, we support three main lines: 　　　?The Super Home is our smallest and least expensive line, initially positioned by its manufacturer as a home computer. We use it mainly as a cheap workstation for small busin

31、ess installations. Its specifications include. [additional specifics omitted] 　　　?The Power User is our main up-scale line. It is our most important system for high-end home and small business main workstations, because of. Its key strengths are. Its specifications include..[additional specifics o

32、mitted] 　　　?The Business Special is an intermediate system, used to fill the gap in the positioning. Its specifications include. [additional specifics omitted] 　　　?In peripherals, accessories and other hardware, we carry a complete line of necessary items from cables to forms to mouse pads. [addit

33、ional specifics omitted] 　　　?In service and support, we offer a range of walk-in or depot service, maintenance contracts, and on-site guarantees. We have not had much success selling service contracts. Our networking capabilities. [additional specifics omitted] 　　　?In software, we sell a complete

34、line of. [additional specifics omitted] 　　　?In training, we offer. [additional specifics omitted] 3.7.2 Pricing 　　　We must charge appropriately for the high-end, high-quality service and support we offer. Our revenue structure has to match our cost structure, so the salaries we pay to assure goo

35、d service and support must be balanced by the revenue we charge　　　?We cannot build the service and support revenue into the price of products. The market cant bear the higher prices and the buyer feels ill-used when they see the same product priced lower at the chains. Despite the logic behind this,

36、 the market doesnt support this concept　　　?Therefore, we must make sure that we deliver and charge for service and support. Training, service, installation, networking support--all of this must be readily available and priced to sell and deliver revenue3.7.3 Promotion 　　　One of the best places to r

37、each the target SB is the local newspaper. Unfortunately, that medium is saturated with pure-price-only messages, and well have to make sure that our message is excellently stated　　　?Radio is potentially a good opportunity. Our SB target buyers listen to local news, talk shows, and sports. Sponsorin

38、g a technology discussion/call-in talk show is a possibility　　　Seminars are good marketing opportunities with SBs. Employees are often happy to leave their normal routines for a day to learn something new. 3.7.4 Service 　　　Our strategy hinges on providing excellent service and support. This is cri

39、tical. We need to differentiate on service and support, and to therefore deliver as well. 　　　?1. Training: details would be essential in a real marketing plan, but not in this sample plan. 　　　?2. Upgrade offers: details would be essential in a real marketing plan, but not in this sample plan. 　　　

40、?3. Our own internal training: details would be essential in a real marketing plan, but not in this sample plan. 　　　?4. Installation services: details would be essential in a real marketing plan, but not in this sample plan. 　　　?5. Custom software services: details would be essential in a real mar

41、keting plan, but not in this sample plan. 　　　?6. Network configuration services: details would be essential in a real marketing plan, but not in this sample plan. 3.7.5 Channels of Distribution 　　　Our strategy gives us room to promote more of our value-added sales through our existing channels, a

42、nd to develop more channel points for both: 　　　?1. Our sales agents: At present, the agents account for roughly 10% of our sales. We can increase that amount by offering them more attention. The agents are generally as hard-pressed as we are to maintain their business through the increasing price

43、 pressure, and together we can offer a better way to compete. They can help us focus on real value, and we can help them do the same. 　　　?2. VARs: We should be able to add two more VARs to the existing two we already have. The potential customers in outlying areas also need the kinds of values we o

44、ffer, and through the VARs we can give them a much better option than mail order or Internet delivery. 3.8 Marketing Research 　　　We definitely need to know more about our customers. In the past weve been too distant and perhaps too quick to just guess about our customers, rather than conducting re

45、al research. For this plan we need to develop two new lines of market research: 　　　?1. Secondary research on the Internet and in published magazines, etc. We think its time to establish a function for going through published research to find out whats available about buying patterns and demographic

46、s, business needs, etc. for our main target users. We think there is a lot of information already available on these types, and much of it is readily available for the price of a little bit of research2. Primary research on our own customer base. This doesnt have to be elaborate, but we do need to k

47、now more about our existing customers. Random telephone calls, through-the-mail surveys, website surveys may be appropriate. What do our customers think about us? How do they grade our services? 譯文 3.0 營(yíng)銷策略 　為了提供可靠的信息技術(shù)，其中包括:硬件、軟件以及所有相關(guān)的服務(wù)，自助機(jī)將將其注意力從一攬子促銷活動(dòng)上轉(zhuǎn)移到區(qū)分其自身上來。通過滿足小商業(yè)和高端家庭辦公的切實(shí)需要來改進(jìn)業(yè)務(wù)。 3

48、.1 使命 　自助機(jī)是建立在信息技術(shù)管理的需求上的，就像法律咨詢、會(huì)計(jì)、圖形藝術(shù)和其他肢體語(yǔ)言知識(shí)一樣，它本質(zhì)上不是一種自動(dòng)的工具。不愛好計(jì)算機(jī)的精明的商業(yè)人士需要找到可靠的硬件、軟件、服務(wù)，以及那些支持賣家的人。他們需要以這些質(zhì)量廠商作為他們其它專業(yè)服務(wù)的供應(yīng)商, 如同被信任的盟友。 　自助機(jī)就是這樣一種自動(dòng)售貨機(jī)。作為客戶的誠(chéng)信盟友，它為他們提供商業(yè)伙伴的誠(chéng)信度和外部供應(yīng)商的財(cái)政狀況。我們確信，我們的客戶需要什么以便盡可能高效可信地開展業(yè)務(wù)，我們急客戶之所急，保證一有需要，立刻到場(chǎng)。 3.2 銷售目標(biāo) 　我們的業(yè)務(wù)重點(diǎn)放在小型業(yè)務(wù)，把這些業(yè)務(wù)作為我們的主要目標(biāo)市場(chǎng)。也就是說，5-2

49、0單位體制在一個(gè)公司中與5-50名員工一起綁在一個(gè)地區(qū)網(wǎng)絡(luò)。我們的培訓(xùn)、安裝、服務(wù)、支持和知識(shí)的價(jià)值在這一部分有了更明顯的區(qū)別。 　理所當(dāng)然，高端家庭辦公市場(chǎng)也是適當(dāng)?shù)?。我們不想為了這些去連鎖商店、郵購(gòu)的買家而競(jìng)爭(zhēng)，但我們確實(shí)想把單個(gè)的售貨系統(tǒng)出售給這些精明的買主，因?yàn)樗麄冃枰粋€(gè)可靠和全功能的自動(dòng)售貨機(jī)。 3.3 財(cái)政目標(biāo) 　1. 增加20%的銷售額。 　2. 增加25%以上的毛利。 　3. 增加非硬件銷售總額的65%。 3.4 目標(biāo)市場(chǎng) 　單憑顧客上門我們無法生存下去。相反，我們必須更加關(guān)注具體市場(chǎng)區(qū)域，這些區(qū)域需求滿足我們的要求。換言之，關(guān)注目標(biāo)區(qū)域是我們贏得未來的關(guān)鍵。因

50、此，我們需要關(guān)注我們的營(yíng)銷信息和產(chǎn)品供應(yīng)。我們需要拓寬我們的信息渠道, 充分理解和利用它。 3.5 安置 　某些地方需要可靠的自助機(jī)服務(wù)系統(tǒng)，但是他們又沒有能力雇用全職員工，對(duì)于他們而言，自助機(jī)是明智的選擇。自助機(jī)對(duì)我們有商業(yè)來往的客戶來說是我們的一個(gè)盟友，不同于那些以賣盒裝器具一樣低價(jià)銷售個(gè)人計(jì)算機(jī)的零售商，并且給他們提供一系列的全套服務(wù)，從安裝到服務(wù)、支持和訓(xùn)練。 3.6金字塔式的營(yíng)銷戰(zhàn)略 　我們必須把自己與一攬子促銷區(qū)分開來。我們需要為我們的目標(biāo)市場(chǎng)建立業(yè)務(wù)，以便為不同種類的購(gòu)買提供一種清晰可見的選擇。我們通過這樣促進(jìn)我們的資源增值。 　我們已研發(fā)了兩種金字塔式的策略，每一種都

51、是建立在一個(gè)主要的根本策略上的。第一種策略是把重心集中在服務(wù)和支持，第二種戰(zhàn)略是把重心集中在客戶關(guān)系而不是產(chǎn)品。每一種都有更詳細(xì)的解釋。 　根據(jù)金字塔戰(zhàn)術(shù)，我們不光打破了我們的預(yù)期銷售，同時(shí)還打破了我們的費(fèi)用預(yù)算計(jì)劃。銷售戰(zhàn)術(shù)詳細(xì)被劃分在主題4.2.2。您可以看到：盡管營(yíng)銷戰(zhàn)略是金字塔式的，我們的大部分銷售還是不會(huì)直接采用具體的營(yíng)銷策略。但是，采取與營(yíng)銷策略相關(guān)的銷售戰(zhàn)術(shù)以及方案確實(shí)很容易降低費(fèi)用。那個(gè)細(xì)節(jié)被顯示在主題4.3.2. 3.6.1 聚焦服務(wù)與支持 　如下圖所示，我們的第一種戰(zhàn)術(shù)把主要戰(zhàn)略點(diǎn)集中在服務(wù)和支持而非品牌名稱和計(jì)算機(jī)。我們必須把自己與一攬子促銷區(qū)分開來。我們需要為我們

52、的目標(biāo)市場(chǎng)建立業(yè)務(wù)，以便為不同種類的購(gòu)買提供一種清晰可見的選擇。我們通過這樣促進(jìn)我們的資源增值（VAR價(jià)值型經(jīng)銷商）。 　正如圖所示，該策略中的首個(gè)戰(zhàn)術(shù)與網(wǎng)絡(luò)專業(yè)知識(shí)有關(guān)。互聯(lián)網(wǎng)正在蓬勃發(fā)展，而且區(qū)域網(wǎng)絡(luò)遍布我們的目標(biāo)市場(chǎng)。主要的零售商前往我們的客戶所在地，解決他們的網(wǎng)絡(luò)問題，這一點(diǎn)他們與我們是無法比擬的。我們能夠提供客戶之所需而我們的對(duì)手不能做到，這就是一個(gè)很好的例子。這種戰(zhàn)術(shù)中的具體項(xiàng)目包括:我們的服務(wù)培訓(xùn)、普通郵件和對(duì)客戶修改過的價(jià)格單。我們的第二種策略是將開發(fā)培訓(xùn)作為公司的一部分。該方案包括教練員的培訓(xùn)以及開發(fā)銷售與營(yíng)銷計(jì)劃，這些計(jì)劃用于推銷培訓(xùn)，這是整個(gè)計(jì)劃的一部分。這包括更多的郵

53、件、一張培訓(xùn)價(jià)格新單、培訓(xùn)導(dǎo)師計(jì)劃和特別推銷活動(dòng)，這些都與培訓(xùn)有關(guān)。 　最后，第三種策略是采用傳統(tǒng)的解決方法。一般來說，我們?cè)跀?shù)據(jù)庫(kù)和SQL（結(jié)構(gòu)化查詢語(yǔ)言）服務(wù)器申請(qǐng)方面經(jīng)驗(yàn)越來越多，這方法與這些經(jīng)驗(yàn)的聯(lián)系在一起的。這種唯一的特殊的銷售和營(yíng)銷方案就是加值型經(jīng)銷商的重復(fù)營(yíng)銷方案，但是對(duì)這種傳統(tǒng)的解決方法，我們確實(shí)在很積極的提供研發(fā)資金。 3.6.2 聚焦關(guān)系 　如下圖所示，我們的第二種戰(zhàn)術(shù)的主要戰(zhàn)略點(diǎn)是以客戶關(guān)系為重點(diǎn)。針對(duì)客戶，我們需要采取多種策略。在計(jì)算機(jī)和網(wǎng)絡(luò)系統(tǒng)方面，就他們的專長(zhǎng)在程度上來說，我們的零售競(jìng)爭(zhēng)對(duì)手都是無法比擬的。 　第二種金字塔式的策略有如下三種主要戰(zhàn)術(shù)： 　第一戰(zhàn)術(shù)是有關(guān)營(yíng)銷該公司的，而非產(chǎn)品?，F(xiàn)在，我們都知道那意味著什么，我們?cè)搹?qiáng)調(diào)的是自助機(jī)與我們的