汽车营销类外文文献翻译、英文翻译汽车行业渠道的转变

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1、汽车营销类外文文献翻译、英文翻译汽车行业渠道的转变 ; 原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles Will the vehicle manufacturers and th

2、eir franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands Or will nimbler, more imaginative retailers or software companies get there firstThe transformation of the business of sel

3、ling cars and trucks is happening before our eyes at an incredible pace - promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet

4、consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail

5、 concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping custome

6、rs find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers w

7、ill survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Fords production line, the automobile industry has been

8、based on a cover high fixed costs.Dealer networks were created as logical extensions of the The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers control) and service and support what was then a less reliable and more maintenance-intensive prod

9、uct. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales us

10、ing aggressive tactics that extract differential margins based on customers willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against anothe

11、r brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translat

12、e into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering inform

13、ation on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict

14、 that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of cus

15、tomers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced

16、the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Autobytel Inc., is working to speed response time from its participating dealers because it has le

17、arned that a staggeringly high proportion of its customers - 64 percent - buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and rich

18、er two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting

19、, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competi

20、ng products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loya

21、lty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost,

22、low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six

23、 dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entreprene

24、ur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nations largest group of franchised automotive dealerships, operates the Auto

25、Nation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear t

26、o be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late - and in some cases half-hearted - responses will be enough to protect the traditional position

27、of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring Both the underlying drivers of change in automotive retailing and the trends a

28、lready under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel e

29、volution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually

30、 the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evoluti

31、on is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: Th

32、is brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing (by the hourin the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FOR

33、MING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what

34、is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement

35、beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the m

36、eans to create and capture much more of the value associated with the automobile - and, in so doing, strive to innovate approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs a

37、nd raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a si

38、ngle functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies

39、; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach h

40、igher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, ar

41、e the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually 译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、

42、分销和销售为一体的汽车他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗或者，更富于想象力的零售商将nimbler或软件公司先到那儿变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的效劳和令人不快的销售过程。汽车制造商之间的剧烈竞争，使自己所需费用和满足消费者又廉价又好汽车和卡车。现在这个幸存者面对新的威胁来自国外的行业，可能会阻止他们的兴趣，以及持久良好的客户关系。企业家们想出了新的零售观念。他们的故事已经有说服力的足够吸引了数亿美元的公共股权投资和说服数十种完全不卖了汽车经销商。互联网

43、技术已经降低了进入壁垒和其它企业家帮忙客户寻找新的看法，评估和买新车。这些模式合乎其他耐用消费品市场的革命力量，有效转移到零售商从制造商的市场。消费者是唯一没有参加到这次战斗中的成员。虽然我们不能肯定哪个汽车制造商能生存，我们坚信胜利将需要一个更好的理解这个定义值方程的汽车和买家，开发创新的策略。改变的力量亨利福特生产线的开展是基于“supply-push的理念强烈倾向“填工厂涵盖高的固定本钱。经销商网络的逻辑延伸，创立了“supply-push模式。这个网络是用来持有存货，利用私人资本(不威胁到制造商控制)、效劳和支持的内容是一个更可靠、更适合群众的产品。这些网络一般都是围绕企业家集中在一个

44、定义地域，卖一或两名品牌。尽管它的寿命很短，传统的经销商渠道使很多人不高兴。获取客户的本钱很高，鼓励经销商储存流量转换使用咄咄逼人的销售策略，基于微分边缘提取顾客愿意支付。频繁的构架回扣所教导的买家，不信任贴纸价格和谈判，而不是从本钱的贴纸。因此，经销商经常发现他们的竞争对手不反对另一个品牌，但是对一个经销商采取敌对的态度。这种剧烈的竞争几乎已经使投标商获利，并发售新轿车。继续出售有意购置者请在销售的卡车、运动型多用途车和豪华车。萎缩的经销商利润不转化为高兴的顾客：大多数顾客(大约五分之四的)不喜欢购置过程中，许多人还是离开感觉到欺骗和虐待。这种强烈的恶感主要是为快速增长的互联网效劳所提供可供选择的方式收集资料，对汽车，报价及价格，在某些情况下，进行交易。在网上冲浪的利润因特网在汽车分销中是一个主要的明显变化的角色。许多最重要的汽车产业开展网络效劳的创新者的今天，导致了一些人预测，最重要的汽车公司将在下个世纪的软件公司。共和国行业，示例，预期销售额到达10亿美元在万维网上。