新职业英语2-通用版-Unit7

Unit7MarketingUnit7新职业英语Unit7MarketingContentsBackNextHomeListening&Speaking4Warming-up1ReadingA2ReadingB3LanguageLab7LanguageLab7Writing5Mini-project6LanguageLab7Entertainment8Unit7MarketingWarm-upBackNextHomeTask1Task2Warming-upUnit7MarketingWarm-1Warming-upTask1Lookatthefollowingpicturesandidentifythedifferentsellingmethods.BackNextHomeperson-to-personsellingdirectmailsellingonlinesellingtelephonesellingNotesUnit7MarketingWarm-1-NotesWarming-upBackPersonalselling:人员推销/个人推销isatwo-waycommunicationbetweenthesellerandthebuyerusuallyface-to-face,viatheInternet,thephoneandthecorrespondence.Unlikeadvertising,apersonalsalesmessagecanbemorespecificallytargetedonindividualprospectsandeasilyalteredifthedesiredbehaviordoesnotoccur.Personalselling,however,isfarmorecostlythanadvertisingandisgenerallyusedonlywhenitshighexpenditurecanbejustified.Unit7MarketingWarm-2BackNextHomeWarming-upTask2NewYork’sTimesSquareisoneofthemostdesirableplacesforadvertising.Lookatthedigital&neonbillboardsshowninphotoandstatewhichbrandsyourecognizeandgiveshortstatementsabouteachofthem.NotesUnit7MarketingWarming-upBackNextHomeUnit7MarketingBecauseAmericaisonthemove,spendingmoretimeontheroadandlesstimeinthehome,itsmobilesocietymakesoutdooradvertisinganimportantandeffectivemeansofgettingmessagesinfrontofpeople’seyes.Sinceconsumersusuallygetjustafleetingglimpseofabillboard,abusinessmustdesigntheadvertisementtobesimpleandbold.Apictureshowingthebiggestbenefitofyourproductorservicealongwithuptosevenwordsmakesthemosteffectivebillboard.Additionally,purchasingbetweensixandtenbillboardslocatedneareachothercreatesthemosteffectiveawareness-buildingadvertisingcampaign.Warming-upBackUnit7MarketingReadingAReadingATextTask1Task2BusinessKnow-howTask3Unit7MarketingTextA-1ReadingAPaylessShoeSource:PayingLessforFashion1WhenyouthinkofNewYork’sFifthAvenue,whichretailerscometomind?Tiffany’s?Gucci?Armani?Onenamethatprobablydoesn’tcometomindisPayless.BackNextHomeUnit7MarketingTextA-22Foundedin1956inKansas,Paylessgrewrapidlyonthebasisofwhatwasthenarevolutionaryidea:sellingshoesinaself-serviceenvironment.Fiftyyearslater,ithadbecomethelargestshoeretailerinAmerica,targetinglow-budgetfamilies.ReadingABackNextHomeUnit7MarketingTextA-33Whileallseemedrosyforthechoose-it-yourselfshoestore,by2005,Paylesswaslosingmarketshareandclosingstores.Theretaillandscapehadchanged,andgiantdiscountone-stopshopslikeWalmart,Target,andKohl’shadbecomethechoiceofshopperswhopaidspecialattentiontopricewhentheyboughtshoes.Saidoneindustryinsider,“Youcannolongerproducethesameboringshoesyearafteryearandhopethatpricealonewillgetcustomerstoyourdoor.”Withlowpricesatitsonlyrule,Paylesshadlostitsadvantage.ReadingABackNextHomeUnit7MarketingTextA-44Toreverseitsfallingmarketshare,Paylesshadtoplanacompletelynewstrategy.Togetthingsstarted,ithiredanewCEO,MattRubel,whocamewithextensiveexperienceinthehigh-endbrandmarket.RubelknewthatPaylesshadtochangeitsimagefromthedustystoreroomofcheapshoesintothefunmerchantoffashion.“Wehavetheabilitytomakeshoesatthemostaffordablepricesanywhereintheworld,andwewanttomarrythatwiththegreatestcreativity,”saidRubel.TheoverallobjectiveofRubel’sstrategywasnotonlytoimprovethebrandimage,butalsopositionPaylessinsuchawaythataslightpriceincreasewouldseemlikeabargain.Rubelwastednotimeinmakingbigchanges.ReadingABackNextHomeUnit7MarketingTextA-55PaylessShoeSourcehascontinuallyupdateditsoverallimagesince2005.Withtherevisedmissionandvisionstatement,alongwithitsnewstrategy,thecompanywaslookingtoincreaseitsmarketshare.Itbegantoattractcustomersthroughtrendsandstyles,ratherthansolelythroughdiscountedprices.ReadingABackNextHomeUnit7MarketingTextA-66Unexpectedly,justasRubel’sstrategybegantotakeeffect,theworstglobalrecessionsincetheGreatDepressionbrokeoutin2008.Likeretailerseverywhere,Paylesstookahit;butwhilemanyretailerssufferedgreatlosses,storesalesatPaylessweremuchbetter.ReadingABackNextHomeUnit7MarketingTextA-77DuetotheseriesofreformsbyRubel,Paylessisreturningtosteadygrowth.Lowproductioncostsprovideacompetitiveadvantageastheycontinuetoincreaseprofits.Ingoodtimesaswellasinbad,Paylesshascreatedaformulaforvaluethatcustomerslove.Thecompanyremainsconfidentthatitsstrategytomakefashionmoreaccessibletoordinarypeoplewillproducefavorableresultsregardlessoffutureeconomicconditions.ReadingABackNextHomeUnit7MarketingA-Trans-1ReadingABack1提到纽约的第五大道，你会想起哪家店铺呢？蒂凡尼？古驰？还是阿玛尼？有一个你可能没有想到的名字，那就是配莱斯。配莱斯鞋业：时髦且不贵Unit7MarketingA-Trans-2ReadingABack2配莱斯公司1956年创立于堪萨斯州。它发展得非常迅速，这得益于其在当时非常创新的理念：顾客可以自己挑选鞋子。五十年过去了，它已成长为面向低端消费家庭的全美最大鞋店。Unit7MarketingA-Trans-3ReadingABack3直到2005年为止，这种自选式经营的鞋店看起来一切都非常美好；之后配莱斯开始失去市场份额，店铺也纷纷倒闭。零售行业早已改头换面，如果买鞋的顾客非常看重价格，那他们就会选择像沃尔玛，塔吉特，科尔士这样的一站式超级折扣店。一位行业的内部人士说：“你要是年复一年一成不变地生产鞋子，就别指望单靠价格便宜就能吸引顾客上门。”以低价作为唯一经营法则的配莱斯已经毫无优势可言。Unit7MarketingA-Trans-4ReadingABack4为了扭转不断下降的市场份额，配莱斯不得不开始全新的营销战略。首先，它雇佣了一名新的首席执行官，麦特鲁贝尔。此人拥有丰富的高端服装品牌的市场经验。鲁贝尔清楚配莱斯一定要改变自己的形象。它不能还是那个落满灰尘的廉价鞋仓库，而应成为时尚的，给人快乐的商家。“我们有能力在世界任何一个地方制作人们买得起的鞋子。现在我们要把这一点和最出色的创造力结合起来。”鲁贝尔这样说。鲁贝尔营销战略的总体目标是不仅要提升配莱斯品牌形象，而且要重新定位配莱斯，