營(yíng)銷短視癥外文翻譯英文

1、1Marketing Myopia Theodore LevittReprinted by permission of the publishers from Edward C. Bursk and John F. Chapman, eds., Modern Marketing Strategy (Cambridge, Mass.: Harvard University Press, @ 1964), by the President

2、 and Fellows of Harvard College; originally published in the Harvard Business Review, 38 (July-August 1960), pp. 24-47. The retrospective commentary was published in the Harvard Business Review, 53 (September-October

3、1975), copyright @ by the President and Fellows of Harvard College; all rights reserved.Every major industry was once a growth industry. But some that are now riding a wave of growth enthusiasm are very much in the sha

4、dow of decline. Others, which are thought of as seasoned growth industries, have actually stopped growing. In every case the reason growth is threatened, slowed, or stopped is not because the market is saturated. It i

5、s because there has been a failure of management.FATEFUL PURPOSES The failure is at the top. The executives responsible for it, in the last analysis, are those who deal with broad aims and policies. Thus: The railroads

6、did not stop growing because the need for passenger and freight transportation declined. That grew. The railroads are in trouble today not because the need was filled by others (cars, trucks, airplanes, even telephones)

7、, but because it was not filled by the railroads themselves. They let others take customers away from them because they assumed themselves to be in the railroad business rather than in the transportation business. The

8、reason they defined their industry wrong was because they were railroad-oriented instead of transportation- oriented; they were product-oriented instead of customer-oriented.Hollywood barely escaped being totally ravi

9、shed by television; actually, all the established film companies went through drastic reorganizations. Some simply disappeared. All of them got into trouble not because of TV's inroads but because of their own myop

10、ia. As with the railroads, Hollywood defined its business incorrectly. It thought it was in the movie business when it was actually in the entertainment business. “Movies“ implied a specific, limited product. This prod

11、uced a fatuous contentment, which from the beginning led producers to view TV as a threat. Hollywood scorned and rejected TV when it should have welcomed it as an opportunity-an opportunity to expand the entertainment

12、business.Today TV is a bigger business than the old narrowly defined movie business ever was. Had Hollywood been customer-oriented (providing entertainment), rather than product-oriented (making movies), would it have

13、gone through the fiscal purgatory that3What the railroads lack is not opportunity, but some of the same managerial imaginativeness and audacity that made them great. Even an amateur like Jacques Barzun can see what is l

14、acking when he says: I grieve to see the most advanced physical and social organization of the last century go down in shabby disgrace for lack of the same comprehensive imagination that built it up. [What is lacking i

15、s] the will of the companies to survive and to satisfy the public by inventiveness and skill.'SHADOW OF OBSOLESCENCE It is impossible to mention a single major industry that did not at one time qualify for the magic

16、 appellation of “growth industry.“ In each case its assumed strength lay in the apparently unchallenged superiority of its product.There appeared to be no effective substitute for it. It was itself a runaway substitute

17、for the product it so triumphantly replaced. Yet one after another of these celebrated industries has come under a shadow. Let us look briefly at a few more of them, this time taking examples that have so far received

18、a little less attention: 'Jacques Barzun, “Trains and the Mind of Man,“ Holiday (February 1960), p. 21.Dry Cleaning. This was once a growth industry with lavish prospects. In an age of wool garments, imagine being f

19、inally able to get them safely and easily clean. The boom was on. Yet here we are 30 years after the boom started and the industry is in trouble. Where has the competition come from? From a better way of cleaning? No.

20、It has come from synthetic fibers and chemical additives that have cut the need for dry cleaning. But this is only the beginning. Lurking in the wings and ready to make chemical dry cleaning totally obsolescent is that

21、 powerful magician, ultrasonic.Electric Utilities. This is another one of those supposedly “no-substitute“ products that has been enthroned on a pedestal of invincible growth. When the incandescent lamp came along, kero

22、sene lights were finished. Later the water wheel and the steam engine were cut to ribbons by the flexibility, reliability, simplicity, and just plain easy availability of electric motors. The prosperity of electric uti

23、lities continues to wax extravagant as the home is converted into a museum of electric gadgetry. How can anybody miss by investing in utilities, with no competition, nothing but growth ahead?But a second look is not qu

24、ite so comforting. A score of no utility companies are well advanced toward, developing a powerful chemical fuel cell which could sit in some hidden closet of every home silently ticking off electric power. The electri

25、c lines that vulgarize so many neighborhoods will be eliminated. So will the endless demolition of streets and service interruptions during storms. Also on the horizon is solar energy, again pioneered by no utility com