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Whilethesuccessfulsmallfirmisseenas“aprimeexampleofamarketing-orientedbusiness”(Wills...
While the successful small firm is seen as “a prime example of a marketing-oriented business” (Willsmer, 1984), insofar as the company will typically be close to its customers and flexible enough to respond quickly to changing customer needs, operationalisation of a marketing orientation will be determined by dimensions including management capability and key individuals’ backgrounds (Liu, 1995), with their utilisation of marketing techniques and tactics generally inhibited by constrained resources (Stokes, 1994). The internet is currently considered by some to be one of the few marketing tools that can be used to enable small firms to effectively compete with larger organisations “on the same ground” (Hsieh and Lin, 1998), creating significant opportunity for affordable and effective dynamism and versatility (Poon and Jevons, 1997). Others view it as a mechanism through which small firms trying to operate within specific niche markets will be able to access the “critical mass of customers necessary for success” (Hamill and Gregory, 1997).
Given the constrained resources of the small firm, marketing tools suitable for utilisation by smaller firms must be welcomed if they can be effectively used to enhance marketing practice of
these smaller organisations. It must be recognised, however, that small firms typically have different requirements with respect to marketing, with their inherent characteristics impacting upon the will-ingness/ability of the owner/manager to use conventional and/or contemporary marketing tools. 展开
Given the constrained resources of the small firm, marketing tools suitable for utilisation by smaller firms must be welcomed if they can be effectively used to enhance marketing practice of
these smaller organisations. It must be recognised, however, that small firms typically have different requirements with respect to marketing, with their inherent characteristics impacting upon the will-ingness/ability of the owner/manager to use conventional and/or contemporary marketing tools. 展开
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虽然成功的小公司被看作是“一个很好的例子营销为导向的企业” ( Willsmer , 1984年) ,因为公司通常会接近其客户和足够的灵活性,以迅速应对不断变化的客户需求,运作的营销方向将取决于层面,包括管理能力和关键个人的背景(刘, 1995年) ,其使用的营销技术和策略通常抑制约束资源(斯托克斯, 1994年) 。互联网是目前被认为是少数的营销工具,可以用来使小企业能够有效地与大企业“同地面” (谢长廷和林, 1998年) ,创造了巨大的机会,可负担得起和有效动力和灵活性(潘和杰文斯, 1997年) 。别人就会认为这是一种机制,通过这些小公司运作,试图针对特定的细分市场将能够获得“足够数量的客户取得成功的必要” (哈米尔和格里高利, 1997年) 。
由于资源的限制,小公司,市场营销工具适合小企业使用的,必须受到欢迎,如果他们能够有效地用于提高营销实践
这些规模较小的组织。它必须承认,但是,小企业通常有不同的要求对销售,其固有的特性产生影响的will-ingness/ability的所有者/经理使用常规和/或现代的营销工具。
由于资源的限制,小公司,市场营销工具适合小企业使用的,必须受到欢迎,如果他们能够有效地用于提高营销实践
这些规模较小的组织。它必须承认,但是,小企业通常有不同的要求对销售,其固有的特性产生影响的will-ingness/ability的所有者/经理使用常规和/或现代的营销工具。
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