英语翻译Some retailers abandoned their high-low strategies and i

英语翻译
Some retailers abandoned their high-low strategies and instead embraced an everyday low-price strategy,only to realize that lowering base prices didn’t lead to a large enough increase in volume,at least not enough to offset the lost margin.
Having little success with these traditional strategies,retailers are struggling to understand how,if at all,they can use everyday pricing and promotions to improve their price image and competitive position in each product category.
This paper discusses A.T.Kearney’s approach to pricing and promotion.We offer a customer-focused approach in which retailers identify and exploit the items most important to customers—items that will help build and sustain a positive price image.It is a rigorous strategy that builds on retailers’ experience and historic perspective on pricing and offers help in making better,fact-based and timely pricing decisions.It also acknowledges that shoppers know how get to the best deal; shying from slick promotional activities,this is the “no-insult” approach to pricing.
There Must Be a Better Way
If consumers have always been value conscious,and retailers have responded to growing price competition by offering aggressive discounts,why are supermarkets losing market share so rapidly?Why are retailers that offer weekly promotions—for example,office products and electronics superstores—also being pressured by value retailers with different pricing and promotion strategies?
The answer to both questions is that consumers have changed how they shop for value (see sidebar:What's It Worth?).With easy and widespread access to alternate channels offering the same brands at cheaper prices,consumers are cleverly splitting their purchases.For each type of shopping trip,shoppers look for,and can now find,the channel that provides most value.For example,people go to superstores or club stores such as Sam’s Club or Costco to stock up on staple items rather than wait for their favorite brands to go on sale at the neighborhood supermarket.For convenience shopping,more people go to the nearby drugstore chain rather than the more expensive gas-station marts.As a result,many retailers are stuck in the middle,attracting more consumers who are on fill-in or bargain-hunting shopping trips.These consumers,having already loaded their cupboards and filled their closets with items from a superstore,will then take advantage of an attractive promotion if it happens to coincide with their weekly shopping trip.This “cherry-picking” behavior is becoming increasingly prevalent,with a growing number of sales coming from promotional items.Indeed,traditional grocers admit that they sell 50 percent or more of their top nonperishable categories via discounts or coupons.

一些零售商抛弃了他们的高低的策略而且改为接受了一个每天的低价格策略, 不料竟会了解使卑劣的底价没有导致大的体积充足的增加, 至少不是充足弥补失去的边缘.
用这些传统的策略有一点的成功, 零售商正在奋斗了解如何, 如果全然,他们能使用每天的订定价格和晋级在每个产品种类中改善他们的价格图像和竞争的位置.
这纸讨论 A.T. Kearney 的达成的方式订价的和晋级.我们在对客户识别并且开发最重要的项目提供客户集中焦点在的方法-计算那将会帮助建立而且维持一个积极的价格图像.它是关于订定的价格在零售商的经验和历史性的远景上建立的一个严厉的策略和制造得更好,以事实为基础和及时的订价决定的提议帮忙. 它也承认购物者知道如何到达最好的交易;从光滑的增进活动惊跳, 这是那 " 不 - 侮辱 " 达成订定的价格$$1方式.
一定有一个较好的方法
如果消费者一直是价值有意识的, 而且零售商已经藉由提供攻击性的优惠回应增加价格竞争,自选市场为什么如此快速损失市场占有率? 为什么是提供每周的晋级的零售商-举例来说, 办公室产品和电子大型商场-也被价值零售商用不同的订定价格和晋级策略强迫?
两者的疑问答案是消费者已经改变他们如何购买价值 (见到搭配长篇文章的短篇报导:它为何值?). 与容易而广大的通路轮流以较廉宜的价格提供相同的商标的通道, 消费者正在聪明地分离他们的购买. 对于每个类型的购物之旅,购物者找寻, 而且现在能找, 提供大多数的价值的通道. 举例来说,人去大型商场或者联合行动商店,像是山姆俱乐部或者 Costco 进货在主要的项目上上面不愿等候他们的喜爱商标在邻近地区自选市场开始销售. 因为方便购物,较多的人去附近的药妆店链并非比较贵的加油站市场.结果,许多零售商在中央中被欺骗, 吸引较多的在代替者或狩猎交易的购物之旅上的消费者. 这些消费者, 已经装载他们的食橱而且填充他们的如果它碰巧,有来自一个大型商场的项目的壁橱, 然后将会利用吸引人晋级与他们的每周购物之旅一致.这一 " 精挑细选 " 行为是变成逐渐普遍,藉由来自增进的项目的愈来愈多的售卖来临. 的确,传统的食品杂货商承认他们经由优惠或折扣券卖 50% 或更多个他们的最高非易腐坏的种类