市场营销-如何应对价格战及应对低价的策略大学毕业论文外文文献翻译及原文.doc

市场营销-如何应对价格战及应对低价的策略大学毕业论文外文文献翻译及原文.doc

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毕业设计（论文）

外文文献翻译

文献、资料中文题目：

1.如何应对价格战2.应对低价的策略

文献、资料英文题目：

文献、资料来源：

文献、资料发表（出版）日期：

院（部）：

专业：

市场营销

班级：

姓名：

学号：

指导教师：

翻译日期：

2017.02.14

短学期课程报告

外文翻译

题目　　　价格战的研究综述　　　　　　　　

学院商学院

专业市场营销

班级

学号

学生姓名

指导教师

审核意见：

指导教师（签名）年月日

一、外文原文

（一）标题：

HowtoFightaPriceWar

原文：

Inthebattletocapturethecustomer,companiesuseawiderangeoftacticstowardoffcompetitors.Increasingly,priceistheweaponofchoice–andfrequentlytheskirmishingdegeneratesintoapricewar.

Creatinglowpriceappealisoftenthegoal,buttheresultofoneretaliatorypriceslashingafteranotherisoftenaprecipitousdeclineinindustryprofits.Lookattheairlinepricewarsof1992.WhenAmericanAirlines,NorthwestAirlines,andotherU.S.carrierswenttoe-to-toeinmatchingandexceedingoneanother’sreducedfares,theresultwasrecordvolumesofairtravel-andrecordlosses.Someestimatessuggestthattheoveralllossessufferedbytheindustrythatyearexceedthecombinedprofitsfortheentireindustryfromitsinception.

Pricewarscancreateeconomicallydevastatingandpsychologicallydebilitatingsituationsthattakeanextraordinarytollonanindividual,acompany,andindustryprofitability.Nomatterwhowins,thecombatantsallseemtoendupworseoffthanbeforetheyjoinedthebattle.Andyet,pricewarsarebecomingincreasinglycommonanduncommonlyfierce.Considerthefollowingtwoexamples:

·InJuly1999,Sprintannouncedanighttimelong-distancerateof5centsperminute.InAugust1999,MCImatchedSprint’soff-peakrate.Laterthatmonth,AT&Tacknowledgedthatrevenuefromitsconsumerlong-distancebusinesswasfalling,andthecompanycutitslong-distanceratesto7centsperminuteallday,everyday,foramonthlyfeeof$5.95.AT&T’sstockdropped4.7%thedayoftheannouncement.MCI’sstockpricedropped2.5%;Sprint’sfell3.8%.

·E-Tradeandotherelectronicbrokersarechangingthecompetitiveterrainoffinancialserviceswiththeirextraordinarilylow-pricedbrokerageservices.Theprevailingpricefordiscounttradeshasfallenfrom$30to$15to$8inthepastfewyears.

Thereisalittledoubt,inthefirstexample,thatthemajorplayersinthelong-distancephonebusinessareinapricewar.Pricereductionsper-secondbilling,andfreecallsaretheprincipalweaponstheplayersbringtothecompetitivearena.Thereislittletalkfromanyofthecarriersaboutservice,quality,brandequity,andothernonpricefactorsthatmightaddvaluetoaproductorservice.Virtuallyeverycompetitivemoveisbasedonprice,andeverycountermeasureisaretaliatorypricecut.

Pricewarsarebecomingmorecommonbecausemanagerstendtoviewapricechangeasaneasy,quick,andreversibleaction

Inthesecondexample,thecompetitivesituationissubtlydifferent–andyetstillverymuchapricewar.E-Trade’ssuccessdemonstrateshowtheemergenceoftheInternethasfundamentallychangedthecostofdoingbusiness.Consequently,evenbusinessessuchasCharlesSchwab,whichusedtocompeteprimarilyonlow-priceappeal,arechantinga“quality”mantra.Meanwhile,MerrillLynchandAmericanExpresshaverecognizedthattheemergenceoftheInternetwillaffectpricingandarechangingtheirpricestructurestoincludefreeonlinetradesforhigh-endcustomers.Thesecompaniesappeartobeengagedinmorefocusedpricingbattles,unlikethe“globalized”pricewarinthelong-distancephonemarket.

Mostmanagerswillbeinvolvedinapricewaratsomepointintheircareers.Everypricecutispotentiallythefirstsalvo,andsomediscountsroutinelyleadtoretaliatorypricecutsthatthenescalateintoafull-blownpricewar.That’swhyit’sagoodideatoconsiderotheroptionsbeforestartingapricewarorrespondingtoanaggressivepricemovewitharetaliatoryone.Often,companiescanavoidadebilitatingpricewaraltogetherbyusingasetofalternativetactics.Ourgoalistodescribeanarsenalofweaponsotherthanpricecutsthatmanagerswhoareengagedinorcontemplatingapricewarmayalsowanttoconsider.

TakeInventory

Generally,pricewarsstartbecausesomebodysomewherethinkspricesinacertainmarketaretoohigh.Orsomeoneiswillingtobuymarketshareattheexpenseofcurrentmargins.Pricewarsarebecomingmorecommonbecausemanagerstendtoviewapricechangeasaneasy,quick,andreversibleaction.Whenbusinessdonottrustorknowoneanotherverywell,thepricingbattlescanescalateveryquickly.Andwhethertheyplayoutinthephysicalorthevirtualworld,pricewarshaveasimilarsetofantecedents.Byunderstandingtheircausesandcharacteristics,managerscanmakesensibledecisionsaboutwhenandhowtofightapricewar,whentofleeone-andevenwhentostartone.

Thefirststep,then,isdiagnosis.Considerasmallcommoditiessupplierthatsuddenlyfoundthatitslargestcompetitorhadslashedpricestoalevelwellbelowthesmallcompany’scosts.Oneoptionthesmallercompanyconsideredwastoloweritspriceinatit-for-tatmove.Butthatpricewouldhavebeenbelowthesupplier’smarginalcost;itwouldhavesuffereddebilitatinglosses.Fortunately,afewphonecallsrevealedthatitsadversarywasattemptingtodrivethesupplieroutofthelocalmarketbyunderpricingitsproductslocallybutmaintaininghighpriceselsewhere.Thesuppliercorrectlydiagnosedthepricingmoveaspredatoryandelectedtodotwothings.First,themanagercalledcustomersinthecompetitor’shomemarkettoletthemknowthattheprice-cutterwasofferingspecialdealsinanothermarket.Second,hecalledlocalcustomersandaskedthemfortheirsupport,pointingoutthatifthesmallersupplierwasdrivenoffthemarket,itscustomerswouldbefacingamonopolist.Theshort-termpricecutswouldturnintolong-termpricehikes.Thesupplieridentifiedsolutionsthateschewedfurtherpricecutsandthusavertedapricewar.

Intelligentanalysisthatleadstoaccuratediagnosisismorethanhalfthecure.Theprocessemphasizesunderstandingtheopportunitiesforpricingactionsbasedoncurrentmarkettrendsandrespondingtocompetitors’actionsbasedontheplayersandtheirresources.Notonlyisitnecessarytounderstandwhyapricewarisoccurringormayoccur,italsoiscriticaltorecognizewheretolookfortheresourcestodobattle.

Gooddiagnosesinvolveanalyzingfourkeyareasinthetheaterofoperations.Theyarecustomerissuessuchaspricesensitivityandthecustomersegmentsthatmayemergeifpriceschange;companyissuessuchasabusiness’scoststructures,capabilities,andstrategicpositioning;competitorissues,suchasarival’scoststructures,capabilities,andstrategicpositioning;andcontributorissues,ortheotherplayersintheindustrywhoseself-interestorprofilesmayaffecttheoutcomeofapricewar.（Foramoredetailedexplanationofsuchanalyses,seethesidebar“AnalyzingtheBattleground.”）

Companiesthatstepbackandexaminethosefourareascarefullyoftenfindthattheyactuallyhavequiteafewdifferentoptions-includingdefusingtheconflict,fightingitoutonseveralfronts,orretreating.We’lllookatsomeofthosestrategiesandhowcompanieshavedeployedthemsuccessfully.

StoptheWarBeforeItStarts

Thereareseveralwaystostopapricewarbeforeitstarts.Oneistomakesureyourcompetitorsunderstandtherationalebehindyourpricingpolicies.Inotherwords,revealyourstrategicintentions.Pricematchingpolicies,everydaylowpricing,andotherpublicstatementsmaycommunicatetocompetitorsthatyouintendtofightapricewarusingallpossibleresources.Butfrequentlythesedeclarationsaboutlowprices,oraboutnotengaginginpricepromotions,aren’tlow-pricestrategiesatall.Suchannouncementsaresimplyawaytotellcompetitorsthatyouprefertocompeteondimensionsotherthanprice.Whenyourcompetitorsagreethatsuchcompetitionwillbemoreprofitablethancompetingonprice,they’lltendtogoalong.ThatispreciselywhathappenedwhenWinn-DixiefollowedtheBigStarsupermarketchaininNorthCarolinaandannouncedthatit,too,wouldmeetorbeatmutualrivalFoodLion’sprices.Aftertwoyears,thenumberofequipricedproductsamong79commonlypurchasedbranditemsatthesupermarketshadmorethandoubled.Further,theoverallmarketpricelevelhadincreasedfortheseproducts.Whathappened?

Thestoresstoppedcompetingonprice.Infact,thedatasuggestthatFoodLionraiseditspricesafteritscompetitorsannouncedtheywouldmatchFoodLion’sprices.

Tactic

Example

NonpriceResponses

Revealyourstrategicintentionsandcapabilities

Offertomatchcompetitors'prices,offereverydaylowpricing,orrevealyourcostadvantage

Competeonquality

Increaseproductdifferentiationbyaddingfeaturestoaproduct,orbuildawarenessofexistingfeaturesandtheirbenefits.Emphasizetheperformancerisksinlow-pricedoptions.

Co-optcontributors

Formstrategicpartnershipsbyofferingcooperativeorexclusivedealswithsuppliers,resellers,orprovidersofrelatedservices

PriceResponses

Usecomplexpriceactions

Offerbundledprices,two-partpricing,quantitydiscounts,pricepromotions,orloyaltyprogramsforproducts

Introducenewproducts

Introduceflankingbrandsthatcompeteincustomersegmentsthatarebeingc