产品差异

• Traditional tariff analysis applies partial equilibrium method with one important hypothesis that products are different . this article proposed a reasonable supplement to the hypothesis to show how the difference arise and developed a model using available trade data to measure present degree of tariff barrier
  本文通过对传统关税分析中采用的局部均衡模型中产品差异假设的分解和对假设的合理补充，提出一种采用可获得数据估算非关税壁垒程度的计量模型。
• Retailers ' market power is from strength to strength as developed countries ' coming into service - oriented society and the existing of some factors which promote retailers ' acquiring market power , such factor as barriers to entry , scale economy , scope economy and product differentiation
  摘要随着服务型经济社会的到来，以及零售产业内部诸如进入壁垒、规模经济和范围经济、产品差异化等促进零售商获得市场势力的产业组织因素的存在，零售商的市场势力将越来越大。
• The paper conducts a systematic analysis of the product - diversified , technique - diversified and brand - diversified strategies presently applied in chinese enterprises and i dentifies , t hrough t he c omparison and a nalysis a mong t hem , that none o f t he t hree i s suitable for the current chinese market conditions and that the service - diversified strategy is the very one most ideal to the development of chinese enterprises
  本文从波特的三种基本战略入手，通过大量事例比较，得出差异化战略是最适合企业发展战略的结论。接着，笔者分析了目前中国企业主要采取的产品差异化战略、技术差异化战略和品牌差异化战略。从分析比较中看出，最适合中国企业发展的战略是服务差异化战略。
• They should strengthen their business management and encourage management creation ; carry out technical upgrading through product innovation and enlargement of product diversity . kindred private enterprises can grow up into great modern enterprises that are reasonably organized , clearing divided and scientifically managed through system innovation . thereafter they could raise the international competition of their products and enterprises themselves
  要加强企业管理，鼓励管理创新；通过产品创新进行技术升级，扩大产品差异；家族式民营企业通过制度创新，成长为组织合理、分工明确、管理科学的现代化大企业，从而提高民营企业的产品和企业本身的国际竞争力。
• Over the past years , during the worldwide telecom adjustment , zte hold all - around harmonious development view on market , r & d , capital , talents and management , has been focusing on customers ' needs and successfully recorded sustainable growth by the implementation of appropriate marketing strategies and product differentiation strategies
  最近几年，在全球范围的电信业调整中，中兴通讯坚持市场、研发、资本、人才、管理相协调的全面发展观，以客户需求为导向，通过实施正确的市场策略和产品差异化策略，实现了持续增长，无论是在国际市场还是在国内市场均增幅巨大，成为中国近几年发展最快和最健康的通信制造企业。
• To overcome the difficulties and realize growth , badtc has taken some growth strategies . for example , it moved from midtown to suburb , purchased advanced equipments and eliminated out - of - date fixtures , adopted diversified products strategy in marketing , established and optimized modern enterprise system , regulated internal organization structure , cultivated core competency
  在此基础上，为实现企业的稳定和发展，提出企业的发展战略，即利用土地级差收入搬出市区，运用新技术新设备提高科技水平，采用产品差异化战略占领市场，建立和完善现代企业制度，调整组织构架加强人力资源管理，培育和强化核心竞争力。
• In chapter 6 , combined with the analysis of the resources for carrying out the strategy and the strategic goal , the countermeasures of strategic performance are concluded , including strict cost management system , further developing new products , setting up international system with cost advantages for forming complete sets , setting up excellent enterprise culture and carrying out differentiating marketing and market strategy
  第三，用波特的一般战略分析模型，对长安铃木进行分析，得出其一般竞争战略应选择“以成本领先为主，以产品差异为辅”的战略。第四，结合实施战略的资源能力和战略目标，从以下几个方面进行分析：严格的成本控制体系。强化产品的总体开发能力。
• In the paper the market structure of china automobile industry is omni bearing studied , the scale economy , product differentiation , barrier for entering and withdrawing and concentration degree of production are deeply demonstrated . the characteristics and causes of the market structure are revealed . based on comparison with developed countries , the development trend of our country s automobile industrial market structure is defined
  接着,从规模经济、产品差异化、进入与退出壁垒及生产集中度等角度出发,对中国汽车产业市场结构进行了全方位的研究,揭示了其特征与成因;并在与发达国家比较的基础上,明确了我国汽车产业市场结构发展趋势。
• The writer use the market theory of koter . philip to systemically analyze the exterior environment such as : the steel seamless tube market , the regional economic movement and the purchase behavior of the steel seamless tube market . also the five forces model is used to analyze the industry and competitor of the steel seamless tube market . the swot method is use to evaluate the superiority , weakness , opportunity and threaten about the new corporation . after research a great deal of market datum , the writer make the subsection of the steel seamless tube market , then confirm the target market of the new corporation and the new 4p combination strategy . the new brought forward market strategy is making the client as center , ec as assistant tools , making the needs of the client satisfaction as core , and actualize product diversity as means . the new market stratagem has a actual effect to the strategetic adjustment and long development of pangang group chengdu iron & steel co . , ltd
  本文应用菲利普、科特勒的营销理论对新公司所面临的外部环境：无缝钢管业务市场、区域经济的发展、无缝钢管的业务购买行为进行了系统的分析；用波特的五力模型理论对无缝钢管市场进行了行业和竞争者分析；用swot方法对新公司的优势和劣势、机会及威胁进行了全面的评估。在对大量市场数据研究的基础上，对无缝钢管市场进行了细分，结合企业的特点，确定了新公司的目标市场，企业新的4p组合策略。提出了以客户为中心、电子商务为辅助平台、满足客户的需求为核心，实施产品差异化战略为手段的新的市场营销战略。