[雙語翻譯]服裝零售外文翻譯--新經(jīng)濟下的服裝零售--中小企業(yè)案例

1、5600 英文單詞， 英文單詞，3 萬英文字符，中文 萬英文字符，中文 9600 字文獻出處： 文獻出處：Donnell L, Hutchinson K, Reid A. Fashion retailing in the new economy: the case of SMEs[J]. International Journal of Retail and, second, the issues involved in the im

2、plementation of a loyalty program.Originality/value – In the absence of specific knowledge in this area, a framework is developed to advance both theoretical and practical understanding of how SME fashion retailers can b

3、uild and manage close customer relationships in the new economy.Keywords：Customer relationship marketing, Fashion, Retailing, Small to medium-sized enterprises, Single case study, Customer relations1. IntroductionIt is w

4、idely accepted in the literature that the key to retailing is to understand one’s customers (Grewal et al., 2009). In a time of unprecedented retail change and turbulence were customers are constantly adapting their cons

5、umption behaviour (Sands and Ferraro, 2010), understanding customer needs and wants has become a matter of survival for fashion retailers of all sizes. While in theory fashion retailers can apply a variety of marketing t

6、actics to build close customer relationships (e.g. multichannel integration, social media interaction, and loyalty programs), limited is known about the relevance and application of such strategies for small to medium-si

7、zed enterprises (SMEs). The focus of investigation in this paper is customer relationship marketing (CRM) intervention for SME fashion retailers operating in the “New Economy” (Spellman, 2011). This research agenda refle

8、cts the significant contribution of the fashion sector to the UK economy and the priority of customer relationships in the day-to-day operations of SMEs which typically involve a fight for survival (Ashworth et al., 2006

9、).While the challenges of fashion buying and merchandising are generic, implementation ultimately depends on the organisational context of the firm (Bruce and Hines, 2006) and in the case of this paper, the SME fashion r

10、etailer. While limited resources inevitably restrict the scope of marketing practice in small firms (O’Dwyer et al., 2009), there is now increasing evidence of proactive and formalised CRM implementation in SMEs (Alshawi

11、 et al., 2011) This paper argues that the idiosyncrasies of SMEs do not make smaller fashion retailers exempt from implementing more formal strategic CRM tools to close the needs-to-offer gap in the marketplace (Favaro e

12、t al., 2009). However, the question of how fashion SME retailers implement and manage formal CRM intervention remains an unanswered priority in the literature.The aim of this paper is to explore the CRM intervention of a

13、n SME fashion retailer based in change is no longer an option but prerequisite for survival, very little is understood about how SME fashion retailers can implement strategies in response to changing consumer demands, an

14、d in particular, how they can leverage more limited resources to close the customer needs to offer gap.3. Review of the literature3.1 Customer relationship marketing in retailingRetailers have traditionally been transact

15、ion orientated rather than relationship orientated (Mulhern, 1997). But, in recent times, it is evident that current retail strategy has moved towards a relational perspective with customers rather than products as the c

16、entral focus (Sheth et al., 2000). The closeness of the retail industry to consumers intuitively suggests that the nearer the retailer can get to the customer the better they will be able to provide the service the custo

17、mer seeks (Kent and Omar, 2003). It is therefore argued that if retailers can combine knowledge of their customers with the knowledge of their supplier offerings and competitors, they will be able to develop unique merch

18、andise combinations in the market (Griffith et al., 2006). Building upon the stages of relationship development by Levitt (1983), Kent and Omar (2003) identify five factors of RM success most important in retail manageme

19、nt: commitment, trust, customer orientation/empathy, experience/satisfaction, and communication. These variables are explained in Table I.Variable ImportanceCommitmentDefined as the intention to continue a course of acti

20、on or activity, or the desire to maintain a relationship. This is often indicated by an ongoing “investment” into activities, which are expected to maintain the relationship. Commitment is likely to be stronger when leve

21、ls of satisfaction are high, when the quality of alternatives is perceived to be poor, and when the investment size is largeTrustRelationships in retailing must be based on mutual trust. Trust has the potential to influe

22、nce the development of customer orientation and customer satisfaction. A high level of trust is likely to engender a more positive attitude, which in turn is likely to increase the level of customer orientation/empathy.

23、Low trust can have the opposite effectCustomer orientation/empathyThis factor links with the concept of social bonding. Empathy means the ability to see a situation from someone else’s point of view. In the initial stage

24、s of retail relationship development, the onus is more on the retailer to empathize with the customer, but as the relationship develops mutual empathy becomes increasingly important. Customer orientation therefore means

25、adopting a collaborative strategy to retail operationExperience/satisfactionThe decision to continue in a relationship can be seen as dependent on the level of congruity between relationship expectations and performance

26、 so far. Negative experience may hinder the relationship between retailer and the customer, and may even lead to customer defection. Customers tend to best remember the last experience, so that one positive experience ma

27、y be sufficient to alter perceptions of more than one preceding negative experience, and vice versaCommunication This is a vital component in the establishment of retail marketing relationships, yet it is a variable tha