2014.05.18 【英译中】案例研究:DE BEERS AND BEYOND 节选(2)

大漠神骏 (漠神)
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发表于:2014-05-18 13:40 [只看楼主] [划词开启]
Supplier of Choice
供应商选择

“The rough diamond market is becoming a competitive one and individual producers have to build up a loyal supportive
base if they want to be able to sell their output under less buoyant market conditions”
“钻石市场整体正在成为一个竞争市场,单一生产商如果想在低迷的市场条件下卖掉产出,必须构建一个忠诚的支撑基础。”

De Beers’ Supplier of Choice (SoC) marketing strategy, which was finally cleared by the European Commission in 2002, is the attempt to closely bind downstream customers to the upstream business  and to foster advertising and branding efforts of the downstream firms, thus growing and  encouraging consumer demand and total sales.  
戴比尔斯的“供应商选择”营销战略最终于2002年被欧盟委员会通过。这一战略尝试将下游客户和上游业务紧密捆绑,并培养下游公司的广告和品牌塑造,以增加客户需求和整体销量。


As part of the Supplier of Choice strategy, De Beers (re)-evaluates current and potential sightholders through a set of rigid criteria, such as financial standing, market position, distributional and  marketing strengths etc., inviting the most promising of them to benefit from the formalized and  closer relationship with De Beers. De Beers guarantees a steady supply of diamonds and the support  of marketing activities of its sightholders through its Added Value Services. From its habitual 120  sightholders, many of them with long-established relationships with De Beers, 25 per cent were  disposed of at the end of 2003, creating significant uncertainty in the diamond industry.
作为供应商选择战略的一部分,戴比尔斯通过一系列严格的标准(如金融地位,市场定位,分销和营销优势等)评估当前和潜在看货商,邀请其中最有潜力的成员受惠于与戴比尔斯建立正规化、更紧密的关系。戴比尔斯保证稳定的钻石供应,并通过增值服务为看货商营销活动提供支撑。在120个看货商常客(包括很多与戴比尔斯建立了长期关系的公司)中,25%在2003年底被处置,给钻石产业带来了很大不确定性。

“Because of the criteria applied by De Beers, which nobody really seems to understand, [the Antwerp manufacturing] companies have seen their viability come under real threat”  
“因为戴比尔斯采用的似乎无人能理解的标准,(安特卫普制造)公司看到它们的生存受到了真正的威胁。”


Closure of the Opportunity Gap
机会鸿沟的结束

The primary goal of SoC is to initiate growth in the diamond market through downstream advertisement campaigns, driving the consumer demand while allowing De Beers to transfer its  advertisement efforts. De Beers aimed to instigate a market where retail firms advertise and establish  their own brands, creating more effective, customer-near marketing campaigns. Ultimately, De Beers  
is seeking to increase total diamond jewellery sales by 4 per cent per year, compounding to a total growth of 50 per cent over 10 years.  
供应商选择战略的初衷是通过下游广告活动、推动消费需求,并转嫁戴比尔斯广告工作量,从而在钻石市场创造增长。戴比尔斯的目标是主使一个由零售公司通过广告建立自有品牌,创造出更有效、更接近客户的营销活动。最终,戴比尔斯希望整体钻石珠宝销售量年增长4%,10年期间的整体复合增长率达到50%。

In the 1990s the diamond market was not growing proportional to worldwide GDPs, compared to sales of similar luxury goods, it was underperforming. The growing divergence between the rate of increase of luxury goods sales and the rather flat rate of increase of the diamond sales is depicted as  the Opportunity Gap below:  
在二十世纪90年代,钻石市场的增长与世界GDP增长不成比例。与奢侈品销量相比,钻石市场表现不佳。奢侈品销售增长率和疲软的钻石销售增长率的日渐增大的分化的情况如下图所示:



Comparing the amount of money that was spent on advertisement in similar industries, the diamond industry was spending only 1 to 2 per cent of total sales in advertisement, whereas the watch industry  was spending 6 per cent and the general luxury industry was spending even up to 10 per cent of total  sales. De Beers itself spent the industry’s lion share, allocating about 4 per cent of total sales to  advertising. It appeared that the downstream diamond jewellery market and even other upstream  competitors were mainly relying (free-riding) on the industry-conducive marketing campaigns launched  by De Beers (A Diamond is forever). Determined to end this inadequacy, De Beers decided to introduce  a new marketing strategy Supplier of Choice, choosing only the best retailers as its sightholders and  training them in marketing and advertising.  
对比相似产业的广告支出金额,钻石产业仅支出销售额的1~2%在广告方面,而钟表产业支出6%,奢侈品行业整体支出甚至大约高达10%。戴比尔斯一家占据了行业的主要份额,分配销售额的大约4%用于广告。看起来下游钻石珠宝市场和其他上游竞争者主要依赖戴比尔斯的行业诱导营销活动(钻石恒久远)。决心终结这一不合理,戴比尔斯决定引入新的“供应商选择”营销战略,仅选择最佳零售商作为其看货商,并为它们提供营销和广告培训。

At the official launch of its Supplier of Choice strategy in July 2000, De Beers renamed its Central Selling Organization to Diamond Trading Company (DTC) and introduced the DTC’s new logo the  Forevermark, which is inscribed into its stones to ensure its quality. In addition to the Supplier of  Choice, De Beers also introduced the Miner of Choice and the Employer of Choice schemes, promoting  company culture, equal employment opportunities and such.  

在2000年7月正式启动“供应商选择”战略时,戴比尔斯将它的“中央销售组织”更名“钻石贸易公司”(简称DTC),并为DTC引入新的标志“Forevermark”,这一标志被刻在商店中以确保质量。除“供应商选择”外,戴比尔斯还引入了“矿场选择”和“雇主选择”计划,以促进公司文化,平等雇佣机会等。


往期作品

2014.05.17 【英译中】案例研究:DE BEERS AND BEYOND 节选

最后编辑于:2014-05-18 13:41
分类: 英语

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