猴子 asked in 社會與文化語言 · 1 decade ago

幫忙英文翻中文page2 十點 課堂急用

Finally, Nike had to figure out a new way to talk to female consumers. “If you look at the approach that Nike has taken over the years.which has been very successful, it’s very, very competitive and uses the male elite athlete, here-worship model. But that really doesn’t work for women, so we had to think about a different way to create a dialogue and emotional connection with women,” said Winslow.

Ultimately, the vision that the Change the Game team presented to the senior management team at the end of phase one (April 2004) was:

To shift the focus of women’s fitness from a broad-strokes series of initiatives to a sustainable, profitable brand-enhancing portfolio of sports businesses that in combination make Nike the aspirational brand of choice for her.

“We told them, ‘If we continue to run the business the way we have been, we will continue to see incremental growth.’” recalled Winslow. “But if we really want to take a leadership position, we’re going to have to do things differently.” The team proposed taking a three-tiered approach to the market . Tier one would be focused on dance. While this was nowhere near the largest micro-segment in the market,” We felt it had good revenue potential. It absolutely had energy associated with it. And nobody owned it. So this would become our ‘sharp point’ in terms of communicating with women,” said Winslow. According to Slayton, this decision also carried with it some important internal benefits:

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  • 1 decade ago
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    最後, 耐吉必須找出一個新方法去訴求女性客戶. 溫斯羅說: "如果你在尋找以前耐吉已經用過,而且非常成功的方法, 那是十分有競爭性且使用男性上等運動員或當地崇拜的男模. 但那對女人而言實在沒有任何助益, 所以我們必須想一個不同的方法來創造出一個和女人相關感性的對話."

    總之, 這個觀點改變出席中級資產協會(2004年四月)預賽的結局是:提升女性焦點的舒適度從一系列寬廣打擊的初步到足夠,有利可圖以巨幅提高運動生意目錄的結合,使耐吉這個使人振奮的廠牌,有了女性選擇.

    “We told them, ‘If we continue to run the business the way we have been, we will continue to see incremental growth.’” recalled Winslow. “But if we really want to take a leadership position, we’re going to have to do things differently.” The team proposed taking a three-tiered approach to the market . Tier one would be focused on dance. While this was nowhere near the largest micro-segment in the market,” We felt it had good revenue potential. It absolutely had energy associated with it. And nobody owned it. So this would become our ‘sharp point’ in terms of communicating with women,” said Winslow. According to Slayton, this decision also carried with it some important internal benefits:

    "我們告訴他們,'如果我們繼續經營我們已有的生意方法, 我們將持續看到盈餘的成長.'"溫斯羅回憶道."但是如果我們真的想擁有領導位置, 我們將必須不一樣的做事方法.' 這個團隊提出一個三層方式給市場.一排可集中在舞蹈.當這沒有接近最大微小片段的市場, " 我們覺它有好的收入可能性.它完全的有能力和它有關.且沒有人經營,所以這將成為我們在和女人連繫條件的'尖端'

    溫斯羅說. 依據史雷同 , 這個決定也實現它一些重要的內在利益:

    Source(s): 自己的話
  • 終於,耐克必須推測一個新的方式與女性消費者談話。 If您看耐克接受多年來.which 是非常成功的,它 s非常,非常競爭的方法,并且用途男性運動精英,這裡崇拜模型。 但那真正地doesn t工作為婦女,因此我們必須考慮一個不同的方式創造對話,并且與婦女的情感連接, 認為Winslow。

    最後,變動遊戲隊被提出對高級管理隊在第一個階段的視覺(2004 4月的結尾)是:

    轉移婦女 s健身焦點從主動性寬廣衝程系列到的體育企業一份能承受,有益的品牌改進股份單在組合做耐克aspirational品牌選擇為她。

    We告訴他們, ,如果我們繼續經營業務我們是的方式,我們將繼續看增加成長。 召回了Winslow。 But,如果我們真正地想要採取領導地位,我們 re去必須不同地做事。隊提議接受三有排列的方法對市場的 。排你將集中於舞蹈。 當這無處在最大的微段附近在市場上時,我們感到的 它有好收支潛力。 它绝對安排能量與它交往。 并且沒人擁有了它。 如此這將成為我們的鋒利的點 根據溝通與婦女, 認為Winslow。根據Slayton,這個決定也運載了以它一些重要內部好處:

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