relations, sales promotion, event marketing, as well as any personal one-on-one selling you do.

Promotion

无论你使用什么方式去推广你的产品都被称为营销推广。这包括了任何形式的营销传播，如广告，公共关系，促销，事件营销，以及你做出的任何对于个人的一对一销售。

There is one other P that gets debated on a regular basis and that is “profit”. All commercial business are in business to make a profit. Profits are good. With profits, business can pay their employee more, they can expand their business and hire more people, they can start new business. Profits are the lifeblood of capitalism.

有另外一个P会定期得到辩论，那就是“profit”。所有的商业企业都在经营时都是为了获得利润。利润固然是好的。有了利润，企业能够支付更多钱给他们的员工，他们能够扩展他们的生意并聘用更多的人，并且可以开始新的事业。利润是资本主义的命脉。

There are thousands of ways to increase profitability. You can sell mare, charge more, widen distribution, shrink distribution, cut the material coat of goods while keeping the same pricing, shrink the amount of product o you are selling but increase the price or cut the cost of manufacturing by producing the product in the least expensive factory in the world.

有成千上万的途径可以增加盈利能力。你可以出手更多，收取更多，扩大分销，保持同样价格的情况下降低材料成本，在增加价格或者降低制造成本的情况

下收缩你所销售的产品的数量，比如在世界上花费最少的工厂里生产产品。 Unit 3

Wal-Mart, the world’s largest retailer, has built its success on a strategy of everyday low prices, and highly efficient operations, logistics, and information systems that keeps inventory to a minimum and ensures against both overstocking and understocking. The company employs some 2.1 million people, operates 4200 stores in the United States and 3600 in the rest of the world, and generate sales of almost 400 billion(as of fiscal year 2008). Approximately 91 billion of these sales were generated in 15 nations outside of the United States. Facing a slowdown in growth in the United States, Wal-Mart began its international expansion in the early 1990s when it entered Mexico, teaming up un a joint venture with Cifra, Mexico’s largest retailer, to open a series of supercenters that sell both groceries and general merchandise.

沃尔玛，世界上最大的零售商，把它的成功建立在日常的低价格战略，高效运营，物流，以及用来保持库存降到最低，同时避免库存过多或者供应不足的信息系统。该公司雇佣了大约21万人，在美国经营4200间商店还有3600间商店在世界上的其他国家经营，产生的销售额将近4000亿美元（截止至2008年）。在这些销售额中，大约有910亿美元是在美国以外的国家产生。面对美国经济增速放缓，沃尔玛在上世纪90年代初开始其国际扩张，当它进入墨西哥时，与作为墨西哥最大零售商的西法拉联手，合资开了一系列同时卖杂货和普通商品的购物中心。

Initially the retailer hit some headwinds in mexico. It quickly discovered that

shopping habits were different. Most people preferred to buy fresh produce at local stores, particularly items like meant, tortillas and pan dulce which didn’t keep well overnight (many Mexicans lacked large refrigerators). Many consumers also lacked cars, and did not buy in large volumes as consumers in the United States did. wal-mart adjusted its strategy to meet the local conditions , hiring local managers who understand Mexican culture, letting those managers control merchandising strategy, building smaller stores that people could walk to, and offering more fresh produce. At the same time , the company believed that it could gradually change the shopping culture in mexico, educating consumers by showing them the benefits of its American merchandising culture. After all, wal-mart’s managers reasoned, people once shopped at small stores in the United States, but starting in the 1950s they increasingly gravitated towards large stores like wal-mart. As it built up its distribution systems in mexico, wal-mart was able to lower its own costs, and it passed these on to Mexican consumers in the form of lower prices. The customization, persistence, and low prices paid off. Mexicans stared to change their shopping babits. Today wal-mart is mexico’s largest retailer and the country is widely considered to be the company’s most successful foreign venture.

一开始，零售商在墨西哥遇到一些阻力。它很快地发现购物习惯是存在差异的。许多人更喜欢在当地的商店购买新鲜的产品，特别是肉，玉米饼和甜面包这些不能很好地保存过夜的（许多墨西哥人缺乏大型冰箱）。许多消费者也缺少汽车，并且不会像美国的消费者一样够买大量的东西。沃尔玛为了适应当地的条件，调整了战略：雇佣当地那些了解墨西哥文化的人作为管理人员，让这些管理者控

制产品陈列策略，建造一些较小规模的可以让人们不行到的商店，并且提供更多新鲜的产品。该公司坚信他们可以逐步改变墨西哥的购物文化，通过展示他们自己的美国经营文化的益处来教育消费者。后来，沃尔玛的经理经过思考之后发现，人们一开始是在美国的小商店购物，但是从20世纪50年代开始，他们越来越倾向于像沃尔玛这样的大卖场。由于它在墨西哥建立起了分销系统，沃尔玛能够降低自身的成本，并以较低价格的形式传递给墨西哥的消费者。由于定制性，持久性以及低价格的回报。墨西哥人开始改变他们的购物习惯。今天，沃尔玛是墨西哥最大的零售商，并且被广泛认为是该国最成功的外国企业。

Next wal-mart expanded into a number of developed nations, including Britain, Germany and South Kores. There its experiences have been less successful. In all three countries it found itself going head to head against well-established local rivals who had nicely matched their offerings to local shopping habits and consumer preferences. Moreover, consumers in all three countries seemed to have a preference for higher quality merchandise and were not as attracted to wal-mart’s discount strategy as consumers in the United States and mexico. After years of losses, wal-mart pulled out of GERMANY and SOUTH KOREA in 2006. At the same time , it continued to look for retailing opportunities elsewhere, particularly in developing nations where it lacked strong local competitors, where it could gradually alter the shopping culture to its advantage, and where its low price strategy was appealing.

接着，沃尔玛扩展到许多发达国家，包括英国，德国和韩国。它的有些经验以及不太成功。在所有的这三个国家里，它发现他自己即将与已经根深蒂固的并且能够很好地以当地的购物习惯和消费者的喜欢来匹配自己产品的当地对手正面交锋。除此之外，这三个国家的消费者似乎有着更高质量的偏好，并没有被向