季節(jié)性促銷的變遷外文翻譯--零售商讓顧客覺得每天都像圣誕節(jié)

1、<p><b>　　本科畢業(yè)論文</b></p><p><b>　　外文文獻(xiàn)及譯文</b></p><p>　　文獻(xiàn)、資料題目：A Seasonal Sales Shift</p><p>　　文獻(xiàn)、資料來源：期刊（著作、網(wǎng)絡(luò)等）</p><p>　　文獻(xiàn)、資料發(fā)表（出版）日期：2011

2、.06</p><p>　　院 （部）： 商學(xué)院</p><p>　　專 業(yè)： 工商管理</p><p><b>　　班 級(jí)： </b></p><p><b>　　姓 名： </b></p><p><b>　　學(xué) 號(hào)： </b&g

3、t;</p><p><b>　　指導(dǎo)教師：</b></p><p><b>　　翻譯日期： </b></p><p><b>　　外文文獻(xiàn)：</b></p><p>　　A Seasonal Sales Shift </p><p>　　——For B

4、argain Hunters, Retailers Make Every Day Feel like Christmas</p><p>　　For most of us, "Christmas in July" is a phrase that conjures up images of cool times during summer heat waves or funny themes

5、for a BBQ get-together. But retailers are thinking of something much different. With fears of a renewed recession in the U.S. still in the air, stores across the country continue to be worried about flagging consumer con

6、fidence. As a result, consumers spending their days at the beach or camping in the backyard during "staycations" can now find the type of deep discounts </p><p>　　In today's uncertain economic

7、climate, it has bigger implications than ever -- both for the retail sector's growth strategies and for consumer spending habits, say Wharton and other business experts. </p><p>　　With retailers pushing

8、sales earlier and earlier and consumers waiting later and later to buy, Baker Retailing Initiative managing director Erin Armendinger compares the situation to the children's game of chicken. Retailers, running on le

9、an inventories, have wanted to hold off -- for as long as they could -- offering the kinds of deep discounts they promoted last year. But their customers have been "wary of buying something that wasn't on sale.

10、If they paid full price or got only a minimal [dis</p><p>　　Playing up the Value Equation</p><p>　　The game might not be over. Retail sales for July were down 0.2% from June, seasonally adjusted

11、 and excluding auto, gas and restaurant spending, according to the National Retail Federation (NRF). "Current data on the economy is mixed, which signals that retailers will continue planning with caution," Jac

12、k Kleinhenz, NRF's chief economist, said in a news release.</p><p>　　Chains, including Target, Home Depot and Lowe's, reported jumps in profit for the second quarter, but the gains came despite weake

13、r-than-expected revenue. Wal-Mart Stores experienced a 3.6% increase in second quarter earnings, while raising its annual profit forecast. But sales at U.S. stores open for at least a year dropped 1.8% during that time,

14、the fifth consecutive quarterly decline in a metric that is considered an important test of a retailer's performance.</p><p>　　Heading into a season considered crucial to their balance sheets, retailers&

15、#39; planning could include more markdowns. And, adds Hoch, the shift to earlier and earlier seasonal bargains is spread across the entire retail sector. "Virtually every retailer -- whether a luxury department stor

16、e or a value retailer -- is trying to play up the value equation. Consumers expect that," he adds. "There has to be some sort of a value proposition built into a product. [That proposition] may be more for the

17、mon</p><p>　　While most retailers think that delivering value is synonymous with providing good customer service, there is also an element of one-upmanship between rivals in the sector. "If you don'

18、t [make a big markdown] and someone else does, you're in trouble," Hoch notes. "You have to do it.... At a time like this, you will probably see more of it, just because consumers expect it."</p>

19、<p>　　But those habits can ensnare retailers in a trap, cautions Stevan Buxbaum, executive vice-president of California-based retail consultancy Buxbaum Group. "If [one chain] moves its [sale] three days ahea

20、d, then [a competitor will jump] a week ahead. Then they go 10 days ahead, and you go two weeks ahead ... and it just keeps going." Next year's Christmas season will start "in the middle of January clearanc

21、e at the rate they are going." The danger is that the continuous sales and markdowns often d</p><p>　　The Other Big Season</p><p>　　The summer sales are not just providing early Christmas d

22、eals for bargain hunters. Consumers are also are taking advantage of them for back-to-school shopping. "We are encouraged by the fact that parents are eager to start their back-to-school shopping [early] this year,

23、but the industry still remains cautiously optimistic about recovery," Matt Shay, president and CEO of the NRF, said in a news release.</p><p>　　There's good reason for the reticence. Research by the

24、 NRF found that a family's spending on back-to-school items, such as shoes, clothing, supplies and electronics, will increase this year to $606.40, from $548.72 in 2009. But the organization also found that more fami

25、lies are buying generic or store-branded products -- 44.3% compared with last year's 41.7%. Some 70% of families will be going to a discount store for all or part of their shopping.</p><p>　　Armendinger

26、cautions that retailers who are crafting their Christmas strategies shouldn't read too much into the back-to-school "creep." Traditionally taking place immediately before the holiday shopping season, back-t

27、o-school time should be looked at as a separate period, she says. "People tend to think that the back-to-school season is a harbinger of how people spend for the holiday season, but that turns out to not always be t

28、he case," she adds, because parents might spread out their back-to-</p><p>　　There is also a relatively new item on school shopping lists that retail trend watchers need to take into account -- electron

29、ics. "With the rise of the great giant Apple, you see people diverting part of their back-to-school budget into electronics," Armendinger notes. "The world is a different place than when I was a kid. Your

30、parents are no longer just thinking about pens, pencils and rulers.... [They are also thinking] 'Are we going to buy our kid a new laptop?' That's another big expenditure</p><p>　　The Risky Busin

31、ess of Inventory </p><p>　　Regardless of the season, many retailers have been adapting to the new consumer climate in other ways. For example, apparel retailers have been changing their supply chains and inv

32、entory as part of what's known as a "wear now" strategy. While in the past, suggests Armendinger, retailers rolled out merchandise for a new season on a particular day -- changing to displays of sweaters an

33、d corduroy pants in the height of summer's heat -- many are now offering a balance of clothing so people shopping </p><p>　　One of the long-term trends affecting retailers' inventory has been the sou

34、rcing of more products from further afield, in low-cost countries such as China, according to Marshall Fisher, a Wharton professor of operations and information management. "That has made it harder to have the flexi

35、bility to match supply and demand," says Fisher, co-author of a book titled, The New Science of Retailing: How Analytics Are Transforming Supply Chains and Improving Performance. "The heavy prevalence of markdo

36、</p><p>　　In the short term, Fisher notes, retailers have "hunkered down" and tightened procurement and other budgets. He suggests such action may have helped some retailers avoid a strategy of dra

37、matically low markdowns. But it's risky, he warns. Cutting back too deeply -- not only on inventory, but also on staffing and hours -- can lose customers. "You buy too much inventory and you die of a heart attac

38、k. You're too cautious and you could bleed to death."</p><p>　　Given the various risks, it's not surprising that some companies haven't hopped on the markdown bandwagon. Apparel retailer Abe

39、rcrombie & Fitch is a case in point, Buxbaum suggests. "[Abercrombie] still isn't running sales, but it has lowered prices coming out of the chute. It doesn't want to appear to be too expensive [so] it&#

40、39;s having more [items] at the lower price range than the higher price range to maintain that image, and saying, 'When this [downturn] is over, we still want to be Abercromb</p><p>　　But Abercrombie rec

41、ently announced that it will close 60 of its 1,098 stores this year and 50 in 2011. The retailer, which mostly caters to teens, posted a 5% increase in quarterly same-store sales, but CEO Mike Jeffries told analysts in a

42、 conference call that the chain's average unit retail price was about 15% lower than in the second quarter of 2009.</p><p>　　Kicking the Habit</p><p>　　What happens when the economy does pic

43、k up? Hoch predicts that it will take a long time before consumers return to their old shopping ways, and that they will need a lot of reinforcement to change. Think of how long it has taken to wean consumers off buying

44、gas-guzzling cars, he points out, which are often less expensive than fuel-efficient ones but cost much more to keep running. As for how long the current markdown frenzy continues, Hoch thinks it depends on two things: &

45、quot;How long [the downturn</p><p>　　Buxbaum agrees that a return to the old ways -- occasional sales with conservative markdowns -- won't happen overnight. "When you train consumers to expect a dis

46、count -- where they are not buying if it's not 50% [cheaper than the sticker price] -- that cycle takes some time to break." It's not only consumers who will be readjusting. Retailers will have to as well. &

47、quot;Pretty soon, every weekend will have a sale. What else are you going to do?" he asks. "If you stop doing it, people stop buying.... </p><p>　　The changing seasonal shift doesn't have to be

48、 all bad news for a retailer, notes Fisher. "A bold retailer could use this opportunity to gain [market] share, if it has the guts. You could do things that could gain traction on the competition, including making s

49、ure you don't miss any sales [and having] good products in stock."</p><p>　　But there's a twist. Many studies of consumer behavior have found that in times of uncertainty -- such as a recession

50、-- consumers make more impulse purchases, says Katherine L. Milkman, a Wharton professor of operations and information management. It's the retailing equivalent of comfort food. "We cut back on everything, but t

51、hen we are just more susceptible when we are faced with a choice between something hedonic and something non-hedonic," she says. "With a choice between one and the other, </p><p><b>　　中文譯文：&l

52、t;/b></p><p><b>　　季節(jié)性促銷的變遷</b></p><p>　　——零售商讓顧客覺得每天都像圣誕節(jié)</p><p>　　對(duì)大部分人來說，“七月圣誕節(jié)”這種說法會(huì)喚起我們這樣的想象：盛夏時(shí)節(jié)熱浪滾滾時(shí)的清涼時(shí)光，或者燒烤聚會(huì)時(shí)的可笑話題。但是，零售商對(duì)這個(gè)短語的想象則大相徑庭。因?yàn)閷?duì)二次衰退的擔(dān)心情緒依然彌漫在美國(guó)，所

53、以，全國(guó)的零售商店一直對(duì)消費(fèi)者萎靡不振的信心感到擔(dān)憂。其結(jié)果就是，在海邊度假的人以及在家里后院露營(yíng)“度假”的人現(xiàn)在都發(fā)現(xiàn)，商店出現(xiàn)了通常在冬季假期才會(huì)推出的大幅打折活動(dòng)。</p><p>　　沃頓商學(xué)院和其他地方的零售業(yè)專家們認(rèn)為，在今天這種經(jīng)濟(jì)氣候很不穩(wěn)定的時(shí)期，無論是對(duì)零售業(yè)的增長(zhǎng)戰(zhàn)略來說，還是對(duì)消費(fèi)者的花費(fèi)習(xí)慣而言，這種策略都比以前有著更多的意味。</p><p>　　因?yàn)榱闶凵痰慕?/p>

54、價(jià)促銷活動(dòng)來得越來越早，所以消費(fèi)者也就把真正的購(gòu)物時(shí)間推遲得越來越晚，杰伊?貝克零售計(jì)劃的常務(wù)董事埃林·亞蒙丁澤將這種現(xiàn)象比作孩子們玩的“斗雞博弈”游戲。零售商總是保留較少的庫存，它們希望盡可能拖延去年那種大幅折扣活動(dòng)的時(shí)間。但是，這些零售商的顧客卻總是擔(dān)心“買到?jīng)]有降價(jià)銷售的商品。如果他們購(gòu)物時(shí)付了全價(jià)，或者只得到了很少一點(diǎn)折扣，可商品的價(jià)格在隨后的降價(jià)促銷中大幅降價(jià)了，那么，他們就會(huì)覺得自己很蠢。這是一種‘看誰先挺不住的游

55、戲’。不過，這個(gè)游戲?qū)﹄p方來說都是有害的?！?lt;/p><p><b>　　大肆宣傳價(jià)值等式</b></p><p>　　或許，這個(gè)游戲還沒有結(jié)束。全美零售商聯(lián)合會(huì)（National Retail Federation，簡(jiǎn)稱NRF）的數(shù)據(jù)顯示，剔除季節(jié)性因素，并將汽車、汽油以及餐廳的消費(fèi)除去之后，7月的零售額比6月下降了0.2%?！澳壳暗慕?jīng)濟(jì)數(shù)據(jù)喜憂參半，這預(yù)示著零售商

56、在做計(jì)劃時(shí)依然會(huì)保持謹(jǐn)慎。” 全美零售商聯(lián)合會(huì)的首席經(jīng)濟(jì)學(xué)家杰克·克萊恩茲在一篇新聞稿中指出。</p><p>　　盡管包括塔吉特、家得寶公司和勞氏公司在內(nèi)的連鎖商店報(bào)告稱，第二季度的利潤(rùn)大幅增長(zhǎng)，不過，收益的增長(zhǎng)水平依然低于預(yù)期。沃爾瑪商店第二季度的利潤(rùn)增長(zhǎng)了3.6%，據(jù)此，公司調(diào)高了年度盈利預(yù)測(cè)。但是，在此期間，美國(guó)開業(yè)至少一年的商店的銷售額則下降了1.8%，以人們公認(rèn)的一種測(cè)評(píng)零售商表現(xiàn)的重要指標(biāo)

57、來衡量，這是零售額連續(xù)第五個(gè)季度出現(xiàn)下降。</p><p>　　因?yàn)榧磳⑦M(jìn)入對(duì)它們的資產(chǎn)負(fù)債表至關(guān)重要的季度，所以，零售商的計(jì)劃可能會(huì)包括更多的減價(jià)促銷活動(dòng)?；艨搜a(bǔ)充談到，減價(jià)銷售變得越來越早的風(fēng)潮正在擴(kuò)散到整個(gè)零售行業(yè)?！皫缀趺總€(gè)零售商——無論是奢侈品百貨公司，還是‘價(jià)值零售商’（價(jià)值零售商通常指在較大賣場(chǎng)以大容量商品而不是靠標(biāo)高售價(jià)掙取銷售利潤(rùn)的零售商?！g者注）——都在大肆宣傳價(jià)值等式，因?yàn)檫@就是消費(fèi)者想

58、要的?！彼又劦健！吧唐分斜仨毢心撤N價(jià)值主張。這個(gè)主張可能是物超所值，也可能是更好的質(zhì)量?！?lt;/p><p>　　雖然大部分零售商都認(rèn)為，傳遞價(jià)值就是提供良好的消費(fèi)者服務(wù)的同義語，不過，在零售行業(yè)，競(jìng)爭(zhēng)對(duì)手之間還存在著一個(gè)“勝出一籌”的問題?！叭绻悴淮蠓鶞p價(jià)銷售，可別人那么做了，那么，你就會(huì)陷入麻煩?！被艨苏劦?。“所以，你必須那么做……在目前這種形勢(shì)下，你可能會(huì)看到更多的這類情形，因?yàn)檫@就是消費(fèi)者想要的。”

59、</p><p>　　但是，這種習(xí)慣性行為也會(huì)讓零售商陷入圈套，設(shè)在加利福尼亞州的零售咨詢顧問機(jī)構(gòu)巴克斯鮑姆集團(tuán)的執(zhí)行副總裁斯蒂萬·巴克斯鮑姆告誡說?！叭绻患疫B鎖商店將降價(jià)促銷提前三天，那么，競(jìng)爭(zhēng)對(duì)手可能便會(huì)提前一星期。如果競(jìng)爭(zhēng)對(duì)手提前10天，那么，你就會(huì)提前兩個(gè)星期……零售商的促銷時(shí)間會(huì)不斷提前?！彼?，“如果以這個(gè)速度進(jìn)行下去”，下一年圣誕節(jié)的購(gòu)物季就會(huì)“從1月中旬的清倉(cāng)大減價(jià)開始了”。這種行為的

60、危險(xiǎn)在于，持續(xù)不斷的大減價(jià)和低標(biāo)價(jià)往往弊大于利，會(huì)將零售商推向這樣一種境地——“它們今年的銷量超過了去年，可他們的收入?yún)s可能減少了?！?lt;/p><p><b>　　其他的大降價(jià)季節(jié)</b></p><p>　　對(duì)喜歡買便宜貨的人來說，夏季減價(jià)銷售活動(dòng)不只是讓他們提前享受到了圣誕節(jié)的便宜，消費(fèi)者還會(huì)將這種活動(dòng)當(dāng)作學(xué)生返校前的購(gòu)物良機(jī)。“今年，父母?jìng)兒茉缇推炔患按亻_始了

61、返校前購(gòu)物，這個(gè)勢(shì)頭讓我們感到鼓舞，但是，這個(gè)行業(yè)依然對(duì)復(fù)蘇持謹(jǐn)慎樂觀的態(tài)度?！比懒闶凵搪?lián)合會(huì)的董事長(zhǎng)和首席執(zhí)行官馬特·沙伊在一篇新聞稿中指出。</p><p>　　業(yè)界的謹(jǐn)慎是有充分理由的。全美零售商聯(lián)合會(huì)在研究中發(fā)現(xiàn)，一個(gè)家庭在購(gòu)買開學(xué)物品上的開銷，也就是購(gòu)買鞋、衣服、日用品以及電子產(chǎn)品的花費(fèi)，從2009年的548.72美元，增長(zhǎng)到了今年的606.40美元。但是，該組織還發(fā)現(xiàn)，購(gòu)買一般品牌和商店品

62、牌產(chǎn)品的家庭更多了，這種家庭今年占到44.3%，而去年則是41.7%。大約70%的家庭會(huì)在折扣商店購(gòu)買部分或者全部這類產(chǎn)品</p><p>　　亞蒙丁澤告誡說，正在制訂圣誕節(jié)銷售戰(zhàn)略的零售商，不應(yīng)該過分解讀返校前購(gòu)物季的“蔓延”。從傳統(tǒng)上來說，這個(gè)購(gòu)物季出現(xiàn)在假期購(gòu)物季即將到來的時(shí)候，不過，返校前購(gòu)物季應(yīng)該被視為一個(gè)單獨(dú)的時(shí)期，她談到?！叭藗儍A向于認(rèn)為，返校前購(gòu)物季是人們?cè)诩倨谫?gòu)物季如何消費(fèi)的預(yù)兆，但事實(shí)表明，情

63、況并非總是如此?！彼又劦剑?yàn)楦改競(jìng)兛赡軙?huì)把返校前購(gòu)物的時(shí)間拉長(zhǎng)，比如，在新學(xué)年即將開始的時(shí)候購(gòu)買筆記本、鋼筆和其他日用品，在天氣變冷的時(shí)候才去購(gòu)買保暖的衣服。</p><p>　　開學(xué)前購(gòu)物清單上還有一種值得零售趨勢(shì)觀察家給予重視的新東西，那就是電子產(chǎn)品?！半S著偉大巨人蘋果公司的不斷成長(zhǎng)，你能看到，人們把返校前購(gòu)物預(yù)算的一部分轉(zhuǎn)變成了電子產(chǎn)品?！眮喢啥烧劦健！艾F(xiàn)在這個(gè)世界和我小時(shí)候已經(jīng)完全不一樣了。你的父

64、母考慮的不再只是買鋼筆、鉛筆和尺子了……（他們還會(huì)考慮）‘我們是不是該給孩子買臺(tái)筆記本電腦？’這是在家庭預(yù)算中可能占據(jù)很大比例的另一項(xiàng)大筆開銷?！?lt;/p><p><b>　　風(fēng)險(xiǎn)叢生的庫存環(huán)節(jié)</b></p><p>　　無論什么季節(jié)，很多零售商都能利用其它方式順應(yīng)消費(fèi)者的新風(fēng)尚了。比如說，作為“現(xiàn)在穿”戰(zhàn)略的一部分，服裝零售商改變了自己的供應(yīng)鏈和庫存。亞蒙丁澤談到

65、，過去，零售商會(huì)在某一天為下一個(gè)季節(jié)大量鋪貨——在盛夏時(shí)節(jié)，將陳列的服裝換成毛衣和燈芯絨的長(zhǎng)褲，而現(xiàn)在，它們則會(huì)均衡陳列各種服裝，這樣，人們?cè)?月仍然可以買到短褲和短袖襯衫?！傲闶凵滔氲氖恰蛟S，有人購(gòu)買服裝的時(shí)間就是較晚（意指購(gòu)買當(dāng)季的衣服，而不是提前購(gòu)買。），或者會(huì)等到有錢的時(shí)候才來購(gòu)買。”亞蒙丁澤談到?！斑@確實(shí)是一種‘平衡術(shù)’，而且對(duì)它們來說也是一種全新的策略?！?lt;/p><p>　　沃頓商學(xué)院運(yùn)營(yíng)與信息

66、管理學(xué)教授馬歇爾·費(fèi)希爾認(rèn)為，影響零售商庫存的一個(gè)長(zhǎng)期趨勢(shì)是，有更多的產(chǎn)品來自更遙遠(yuǎn)的地方，比如，中國(guó)等低成本國(guó)家?！斑@讓它們更難以靈活把握供需的平衡?！薄缎铝闶蹖W(xué)：分析學(xué)如何改變供應(yīng)鏈和提升績(jī)效》一書的合著者費(fèi)希爾談到?！暗蜆?biāo)價(jià)的大肆流行，是零售商努力提高供需平衡能力這一長(zhǎng)期趨勢(shì)的結(jié)果?！?lt;/p><p>　　費(fèi)希爾指出，從短期來看，零售商會(huì)削減開支、壓縮采購(gòu)量和其他預(yù)算。他認(rèn)為，這種行為可能有助于某

67、些零售商避開大幅標(biāo)低售價(jià)的策略。不過，他也告誡說，這同樣也是一種冒險(xiǎn)行為。過大幅度的削減——不但減少庫存，而且裁減員工和縮短營(yíng)業(yè)時(shí)間——會(huì)造成顧客的流失?！叭绻悴少?gòu)了太多的庫存，那么，你就會(huì)死于‘心臟病’；可如果你過于謹(jǐn)小慎微，那么，你會(huì)‘失血而死’。”</p><p>　　因?yàn)榇嬖谥鞣N各樣的風(fēng)險(xiǎn)，所以，有些公司并沒有跳上“減價(jià)的彩車”就不足為奇了。服裝零售商阿博菲奇服裝公司就是一個(gè)恰當(dāng)?shù)睦C，巴克斯鮑姆談到

68、?！鞍⒉┓破娣b公司依然沒有實(shí)施降價(jià)行動(dòng)，但是，它從一開始就降低了售價(jià)。因?yàn)樗幌胱屪约旱臇|西看起來太貴，所以，為了保持公司的形象，價(jià)格較低產(chǎn)品的種類要超過定價(jià)較高的產(chǎn)品種類，公司聲稱：‘當(dāng)經(jīng)濟(jì)衰退結(jié)束的時(shí)候，我們依然還是阿博菲奇服裝公司，我們可不想變成“美國(guó)之鷹”（之類的低價(jià)產(chǎn)品零售商）?！?lt;/p><p>　　不過，阿博菲奇服裝公司最近宣布，今年將關(guān)閉1，098家商店中的60個(gè)，2011年將再關(guān)閉60家店。

69、雖然這家主要迎合青少年的零售商的季度同店銷售量增長(zhǎng)了5%，但是，公司的首席執(zhí)行官邁克·杰弗瑞斯在一次電話會(huì)議上告訴分析人士，該連鎖商店的平均單位零售價(jià)格比2009年第二季度低15%。</p><p><b>　　戒除嗜好</b></p><p>　　那么，當(dāng)經(jīng)濟(jì)重拾升勢(shì)的時(shí)候，會(huì)發(fā)生什么變化呢？霍克預(yù)測(cè)說，消費(fèi)者需要很長(zhǎng)時(shí)間才能恢復(fù)以前的購(gòu)物方式，而且需要很

70、多外力的促動(dòng)才能發(fā)生這樣的轉(zhuǎn)變。他談到，不妨想想用了多長(zhǎng)時(shí)間才“買通”消費(fèi)者不再購(gòu)買非常耗油的汽車，這種汽車雖然往往比節(jié)油汽車便宜，可使用的費(fèi)用則要高得多。至于說目前這種減價(jià)狂潮還會(huì)持續(xù)多久的問題，霍克認(rèn)為，這要取決于兩個(gè)方面：“第一是這次讓人們形成新消費(fèi)習(xí)慣的經(jīng)濟(jì)衰退會(huì)持續(xù)多上時(shí)間，第二是整個(gè)經(jīng)濟(jì)衰退期間人們有多么痛苦?！?lt;/p><p>　　巴克斯鮑姆同樣認(rèn)為，恢復(fù)舊有的銷售方式——以保守的低價(jià)格偶爾進(jìn)行減價(jià)

71、促銷——不會(huì)在一夜之間發(fā)生?！爱?dāng)你讓人們形成打折銷售的預(yù)期時(shí)，也就是說如果你的售價(jià)不比標(biāo)簽價(jià)格便宜50%，人們就不掏錢購(gòu)買，那么，要想打破這樣的循環(huán)就確實(shí)需要假以時(shí)日了?！敝匦抡{(diào)整的不只是消費(fèi)者，零售商也要重新調(diào)整?！坝貌涣硕嗑?，零售商在每個(gè)周末就都打折促銷了。那么，其余的時(shí)間你干什么呢？”他問道?！叭绻阃Ｖ勾蛘?，人們就不會(huì)掏錢購(gòu)買……就像一種你無法擺脫的藥物一樣?！?lt;/p><p>　　對(duì)零售商來說，打折季的

72、變遷未必一無是處，費(fèi)希爾談到?！叭绻心懧裕赂业牧闶凵炭梢岳眠@個(gè)機(jī)會(huì)贏取市場(chǎng)份額。你可以采取某些措施，以增加自己在競(jìng)爭(zhēng)中的吸引力，其中包括：確保自己不會(huì)錯(cuò)失任何推出降價(jià)促銷活動(dòng)的時(shí)機(jī)，以及存有好產(chǎn)品的現(xiàn)貨等?！?lt;/p><p>　　但是，零售業(yè)還存在著消費(fèi)者心理糾結(jié)的問題。沃頓商學(xué)院運(yùn)營(yíng)和信息管理學(xué)教授凱瑟琳·米爾科曼談到，很多關(guān)于消費(fèi)者行為的研究都發(fā)現(xiàn)，在變化無常的時(shí)期——比如，經(jīng)濟(jì)衰退期間——消