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Passage two
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Ⅴ.
Unit Four I.
1. 战略规划B 2．战略家A
3．顾客忠诚度E 4．战略制定I 5．竞争优势G 6．广告效果L 7．核心竞争力F 8．员工士气H 9． 公司使命J 10．合资企业C 11．战略管理K 12．战略评估D
II.
Passage One
战略家组织企业收集、分析和整理信息。他们跟踪产业和竞争态势，建立预测模型并进行场景分析，评价公司和下属部门的绩效，评估正在出现的市场机会，识别经营威胁，提出创造性的行动计划。通常，在企业管理高层可能设置战略计划人员，他们经常提供支持服务工作或独立发挥作用，为企业决策提供颇有价值的依据。首席执行官是显而易见的最挑剔的管理者。所有对某一单位或部门负责的经理人员，无论是对盈亏结果负责，还是直接对某项业务的经营活动负责，都可以统称为战略管理者（或战略家）。
企业千差万别，战略家也因此各不相同。我们必须从战略制定、实施和评价三个不同阶段考察战略家之间的不同。战略家不选择某些类型的战略常常是因为他所坚持的经营哲学与众不同。战略家的差异主要表现在如下方面：态度、价值观、伦理道德、承担风险的意愿、社会责任感、对盈利的关注、对短期目标和长期目标的偏爱、管理风格。
Passage Two
在战略实施中非常重要的管理问题包括：确定年度目标，出台政策，配置资源，调整已有组织结构，重组或流程再造，修正薪酬与激励计划，将变革的阻力减小到最低程度，将管理人员与战略相匹配，开发战略支持性文化，调整生产与作业过程，开发有效的人力资源功能系统，如果需要，还有规模小型化等。当战略实施促使企业沿着一个全新重要方向前进时，管理的变革将变得非常重要。
企业全体人员都应尽早地、直接地参与战略实施决策。他们在战略实施中的作用以对战略制定活动的参与为基础。战略家切实就战略实施承担起个人职责，对管理人员和员工来说，是必要而有力的激励。很多时候，战略家因过于忙乱而不能积极支持战略实施。他们对战略实施关心不够，直接影响着企业的成功。企业制定目标与战略的依据，应当得到企业全体员工的充分理解，并在企业内部充分交流。企业的所有成员，都应当了解主要竞争对手的经营结果、产品、计划、行动和业绩状况。企业应当明确面临的主要外部机会与威胁，应当对管理人员和员工提出的问题做出回答。自上而下的信息传递，常常是得到内部成员自下而上支持的必要条件。
企业需要在各个方面高度关注竞争对手，以便收集并在企业内部广泛传播竞争情报。企业中的每一位员工，都应将自己的努力与行业领先企业的相应水平对比，从而将来自竞争对手的挑战分解到每个人身上。对企业战略家来说，这是一项极大的挑战。企业应该对管理者和雇员进行培训，确保他们拥有并保持成为世界领先水平的工作者所必需的技能。
III.
Passage One
Objectives, strategies, and policies have little chance of succeeding if employees and managers are not motivated to implement strategies once they are formulated. The motivating function of management includes at least four major components: leadership, group dynamics, communication, and organizational change. When managers and employees of a firm strive to achieve high levels of productivity, this indicates that the firm’s strategists are good leaders. Good leaders establish rapport with subordinates, empathize with their needs and concerns, set a good example, and are trustworthy and fair. Leadership includes developing a vision of the firm’s future and inspiring people to work hard to achieve that vision.
Communication, perhaps the most important word in management, is a major component in motivation. An organization's system of communication determines whether strategies can be implemented successfully. Good two-way communication is vital for gaining support for departmental and
divisional objectives and policies. Top-down communication can encourage bottom-up communication. The strategic-management process becomes a lot easier when subordinates are encouraged to discuss their concerns, reveal their problems, provide recommendations, and give suggestions. A primary reason for instituting strategic management is to build and support effective communication networks throughout the firm.
Passage Two
Strategy evaluation is necessary for all sizes and kinds of organization. Strategy evaluation should initiate managerial questioning of expectations and assumptions, should trigger a review of objectives and values, and should stimulate creativity in generating alternative and formulating criteria of evaluation. Strategy-evaluation activities should be performed on a continuing basis, rather than at the end of specified periods of time or just after problems occur. Managers and employees of the firm should be continually aware of progress being made towards achieving the firm's objectives. As a critical success factors change, organization members should be involved in determining appropriate corrective action.
The difficulty in the process of strategy evaluation is as following: -
1. Increase in environment's complexity
2. Difficulty predicting future with accuracy 3. Increasing number of variables 4. Rate of obsolescence of plans 5. Domestic and global events
6. Decreasing time span for planning certainty
IV.
Passage One
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Passage Two
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1C 2A 3D 4E 5B 6F
Unit Five I.
1. 营销组合C 2. 目标市场F 3. 营销策略G 4. 市场细分A 5. 一般市场E 6. 产品市场H 7. 市场渗透B
8. 多目标市场策略D II.
Passage One
由于服务通常是同时生产和消费的，所以顾客常常出现在企业的工厂内，与企业员工直接接触，并且实际上成为服务生产过程的一部分。同时，因为服务是无形的，顾客常常总是在寻找有形的提示以帮助自己了解服务体验的本质。比如，在旅馆业，酒店的设计、布置以及员工的外貌和态度会影响到顾客的感知和体验。
承认这些额外变量的重要性使得服务营销人员采纳服务营销组合这个延伸的概念。除了传统的4P’s，服务营销组合还纳入了人员、有形展示和过程。
人员 参与服务提供并因此而影响购买者感觉的全体人员，即企业员工、顾客以及处于服务环境中的其他顾客。
有形展示 服务提供的环境、企业与顾客相互接触的场所，以及任何便于服务履行和沟通的有形要素。
过程 服务提供的实际程序、机制和作业流，即服务的提供和运作系统。
Passage Two
公司的现有产品面临着有限的生命周期，因此必须以新产品来替代。但是新产品也可能失败，因为创新的风险和回报一样大。新产品成功的关键在于整个企业的共同努力、缜密的计划以及系统化的新产品开发。新产品开发包括八个阶段。始于构思产生，然后是构思筛选，公司根据自己的标准将剔出某些创意。构思筛选后形成产品概念，从消费者的角度勾画详细的产品概念。下一步将进行概念测试，让一些目标群体测试产品概念，以确定产品的吸引力。通过的产品概念将进入营销策略制定阶段，从产品概念的角度制定营销策略。在商业分析阶段，将分析产品的销售、成本、利润以确定是否符合公司的目标。通过了以上阶段，产品概念将进行具体的产品开发，然后市场测试，最后推广到实处。
每种产品都有一个生命周期，以一组不断变化的问题和机遇为标志。典型的产品销售曲线为S型，由五个阶段组成。产品生命周期从产品开发期开始，企业寻找并开发一种新产品构思。产品引入期以缓慢增长和较低利润为标志，在该阶段，产品进入销售渠道并到达市场。如果成功的话，该产品就进入成长期，以快速增长的销售和不断增长的利润为标志。接着便是成熟期，销售增长缓慢，利润保持稳定。最后，产品进入销售和利润都缩减的衰退期。在该阶段，公司的主要任务是确认处于衰退期的产品，并决定是维持还是放弃该产品。
III.
Passage One
Today’s successful companies----whether large or small, for-profit or non-profit, domestic or global----share a strong customer focus and a heavy commitment to marketing. Many people think of marketing as only selling or advertising. But marketing combines many activities----marketing research, product development, distribution, pricing, advertising, personal selling, and others----designed to sense, serve, and satisfy consumer needs while meeting the organization’s goals. Marketing seeks to attract new customers by promising superior value and to keep current customers by delivering satisfaction.
Marketing operates within a dynamic global environment. Rapid changes can quickly make yesterday’s winning strategies obsolete. Marketers face many challenges and opportunities. To be successful, companies will have to be strongly market focused.
Marketing is a social and managerial process whereby individuals and groups obtain what they need and want through creating and exchanging products and value with others. The core concepts of marketing are needs, wants, and demands; products and services; value, satisfaction, and quality; exchange, transactions, and relationships; and markets. Wants are the form assumed by human needs when shaped by culture and individual personality. When backed by buying power, wants become demands. People satisfy their needs, wants, and demands with products and services. A product is anything that can be offered to a market to satisfy a need or want. Products also include services, and other entities such as experience, persons, places, organizations, information, and ideas.
Passage two
Good products and marketing programs start with a complete understanding of consumer needs and wants. Thus, the company needs sound