[雙語翻譯]營銷策略外文翻譯--經(jīng)濟衰退期間營銷策略的變化（英文）

1、 Procedia Economics and Finance 24 ( 2015 ) 485 – 490 Available online at www.sciencedirect.com2212-5671 © 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND lic

2、ense (http://creativecommons.org/licenses/by-nc-nd/4.0/). Selection and/or peer-review under responsibility of the Organizing Committee of ICOAE 2015. doi: 10.1016/S2212-5671(15)00615-2 ScienceDirectInternational Confe

3、rence on Applied Economics, ICOAE 2015, 2-4 July 2015, Kazan, Russia Changes in Marketing Strategies during Recession Ourania Notta*a and Aspasia Vlachveib aAlexander Technological Educational Institute of Thessalonik

4、i, Dept. of Agricultural Technology, (Agricultural Economics Program), p.o.box 141, 57400, Thessaloniki, Greece bTechnological Educational Institute of West Macedonia, Dept. of International Trade, 52100, Kastoria,Greec

5、e Abstract The purpose of this article is to investigate the changes in marketing strategies of Greek food manufacturing companies due to the economic crisis started in 2010. In order to achieve the above research aim,

6、face-to face semi-structured interviews with managers of 161 established Greek firms involved in food industry were conducted. The analysis of firms with changed marketing strategies due to economic crisis with the use

7、 of the principal components method explains the presence of seven leading profiles in the sample survey. They are: i) promotional oriented; ii) new product oriented; iii) seller oriented, iv) advertising oriented, v)

8、cost-price oriented; vi) discounts oriented and vii) B2B market oriented. Based on the seven factor scores, a cluster analysis has been conducted and three homogeneous groups are identified. © 2015 The Authors. Pub

9、lished by Elsevier B.V. Selection and/or peer-review under responsibility of the Organizing Committee of ICOAE 2015. Keywords:marketing strategies, economic recession, food manufacturing firms. 1. Introduction When a fi

10、nancial crisis occurs, consumers change their buying behaviour. As the consumers change their buying behaviour, the companies have to alter the way conduct business and change their strategies in order to meet the cust

11、omers’ new preferences. During economic crisis firms make very important adaptations in their marketing mix and marketing policy. Empirical research examine either adaptations occurred in each part of marketing mix sep

12、arately, or on product policy changes, and suggest to withdraw weak and non-profitable products and to spend proportionately more on R Shama, 1993; Shama, 1981; Morbey and Dugal, 1992). Also, Koksal and Ozgul, (2007) c

13、onfirm that introduction of new products have significant impact on firm performance. Referring to price decision, according to the literature (Ang,et al., 2000; Koksal and Ozgul, 2007) firms usually either maintain th

14、e same prices for higher quality products, assuming that consumers will remain loyal due to values added or offer the same quality product at lower prices. In the first case, firms expect smaller market share and profi

15、tability during period of crisis but, in the long run, when the crisis is over this effect will reverse. In the second case, by offering the same quality product at lower prices, firms gain market share. However, there

16、is a big risk, since once price is reduced, it is difficult to reverse it when economy recovers. So, instead of lowering prices, firms offer promotional discounts, which allows firms to keep their market share during c

17、risis, although leads to smaller profitability. Of course, there is the option of offering lower quality product at lower prices especially in the mass *Prof. Ourania Notta Tel. 00302310013319 E-mail address:ournotta@f

18、arm.teithe.gr © 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Selection and/or peer-review under resp

19、onsibility of the Organizing Committee of ICOAE 2015.487Ourania Notta and Aspasia Vlachvei / Procedia Economics and Finance 24 ( 2015 ) 485 – 490 were asked to what extent and in which direction their company had

20、 changed those strategies since the begging of crisis period in 2010. We chose food manufacturing firms because the Greek food and beverage industry consistently constitutes one of the most important areas of the secon

21、dary sector of the domestic economy and one of the driving forces of Greek manufacturing. The sector employs 27,8% (2011) of the total employees in secondary sector. Food and Drinks ranked first in the share of total m

22、anufacturing value added in 2009, contributing 31% to the total Manufacturing (22.6% food and beverages 8.5%). In terms of turnover, the food and beverage sector in 2009 covering 26.2% of the total turnover of the manu

23、facturing sector (21% Food and 5.2% in the Drinks), making a total value of sales 9.74 billion €, a fact that ranked the industry in the second place. In 2009, when started the recessionary course in the domestic econo

24、my, the industry received strong blow in terms of employment, value added, sales, gross value production and investments, recording a substantial drop in these sizes. Table ? presents the number of firms for the twelve

25、 different industries that have been chosen. Managers were asked to select how much their firms changed the marketing strategies due to the economic crisis after 2010. The final measure included 22 items all assessed on

26、a five-point Likert scale with the anchors 1 =very much decreased, 5 = very much increased. They were asked about: (a) changes in product strategy, (b) changes in pricing strategies, (c) changes in promotion strategy,

27、(d) changes in distribution networks and (e) changes in other marketing strategies. Table ?. Number of firms for each industry Industry Number of firms Industry Number of firms Dairy products 26 Other food product

28、s ?8 Processing of fruit and vegetables 21 Wines 19 Meat and sausages 20 Water ii) new product oriented; iii) seller oriented, iv) advertising oriented, v) cost-price oriented; vi) discounts oriented and vii) B2B

29、 markets oriented. The first factor explains 25.46% of the explained variance and is characterized as promotional oriented since there is significant correlation in parameters concerning promotions to consumers and int

30、ermediates, new promotional methods and product differentiation. The second factor explains 10.84% of the explained variance and is characterized by significant correlation in parameters concerning emphasis on high qua

31、lity products and customized products, targeting in different market segment and developing of new products. It is characterized as new product oriented since firms of this factor have decided to redesign their product

32、s into new, high quality, customized products, targeting to very demanding niche markets. The third factor explains 10.12% of the explained variance and is characterized by significant correlation coefficients in numb

33、er of salespersons and salesmen education features, which show a seller oriented factor. The fourth factor explains 6.05% of the explained variance and is characterized as advertising oriented since there is significan

34、t correlation in parameters concerning advertising in all media (TV, radio, newspapers and magazines) and public relations. The fifth factor explains 5.77% of the explained variance and is characterized as cost-price or

35、iented since there is significant correlation in parameters concerning production and input cost and product price. The sixth factor explains 5.13% of the explained variance and is characterized as discounts oriented s