神马品牌网飞越650电机:一道关于商务英语的题目（要用英文回答的，三个问题要窜连成一篇短文，哪位高手帮帮忙啊，谢谢！）
来源：百度文库 编辑：神马品牌网 时间：2024/05/09 09:26:22
Until 1995, P&G didn't sell dish soap in Japan at all. Now it has Japan's best-selling brand, Joy, which commands a fifth of the nation's $400 million dish-soap market. That's astounding progress, given that the market had appeared to be classically ''mature'' - both shrinking and dominated by giant Japanese companies.
How the Cincinnati company executed its coup provides lessons that transcend the kitchen sink. One big lesson: ''Mature'' Japanese markets can be surprisingly complacent. P&G offered new technology, something the two incumbents hadn't bothered to do for years. It developed packaging that let stores make more money. And it spent heavily on oddball commercials that created a buzz among consumers.
P&G actually washed out of the Japanese kitchen-detergent market during an earlier attempt. It withdrew in the late 1970s after failing to make a dent with Orange Joy, a product that it transplanted from the U.S. But by 1992, it had succeeded in marketing other products, such as Pampers, in Japan. The home office told its Japanese unit to find new markets for products in which P&G was strong elsewhere in the world.
So that year P&G discovered one odd habit: Japanese homemakers, one after another, squirted out more detergent than needed. It was ''a clear sign of frustration'' with existing Japanese products, says Robert A. McDonald, head of P&G's Japanese operations. He saw the research as a sign that an ''unarticulated consumer need'' was more powerful soap. ''We knew we had something to go after,'' he says.
Some P&G executives were concerned about entering such a mature market, says McDonald. But P&G's lab in Kobe went to work to create a highly concentrated soap formula, based on a new technology developed by the company's scientists in Europe, specifically for Japan.
The first hint that Joy was a hit came in March 1995 in the region around Hiroshima, 400 miles west of Tokyo, where P&G started test-marketing it. Four weeks into the test, Joy had be
come the most-popular dish soap in the region with a 30 percent market share.
P&G's marketing pitch was deceptively simple: A little bit of Joy cleans better, yet is easier on the hands. The message hit a chord, says Ayumi Osaki, a 31-year-old homemaker who rushed off to buy Joy after seeing pilot commercials. ''Grease on Tupperware, that's the toughest thing to wash off,'' says Ms. Osaki, a mother of three in Hiroshima. ''I had to try it.''
Successes like Joy have given P&G a change of heart about Japan. ''For a long time, P&G's approach was to dump in Japan what sells in the U.S.,'' says a P&G manager who declined to be named. Now,he says, P&G generates ideas in Japan that it uses in other markets.
问题：1．What lessons can international markets learn from P&G's experiences in Japan?
2．Identify and describe the roles of product policy,pricing,promotion and distribution in marketing Joy in Japan.
3．What lessons from Japan might benefit P&G in other market?
How the Cincinnati company executed its coup provides lessons that transcend the kitchen sink. One big lesson: ''Mature'' Japanese markets can be surprisingly complacent. P&G offered new technology, something the two incumbents hadn't bothered to do for years. It developed packaging that let stores make more money. And it spent heavily on oddball commercials that created a buzz among consumers.
P&G actually washed out of the Japanese kitchen-detergent market during an earlier attempt. It withdrew in the late 1970s after failing to make a dent with Orange Joy, a product that it transplanted from the U.S. But by 1992, it had succeeded in marketing other products, such as Pampers, in Japan. The home office told its Japanese unit to find new markets for products in which P&G was strong elsewhere in the world.
So that year P&G discovered one odd habit: Japanese homemakers, one after another, squirted out more detergent than needed. It was ''a clear sign of frustration'' with existing Japanese products, says Robert A. McDonald, head of P&G's Japanese operations. He saw the research as a sign that an ''unarticulated consumer need'' was more powerful soap. ''We knew we had something to go after,'' he says.
Some P&G executives were concerned about entering such a mature market, says McDonald. But P&G's lab in Kobe went to work to create a highly concentrated soap formula, based on a new technology developed by the company's scientists in Europe, specifically for Japan.
The first hint that Joy was a hit came in March 1995 in the region around Hiroshima, 400 miles west of Tokyo, where P&G started test-marketing it. Four weeks into the test, Joy had be
come the most-popular dish soap in the region with a 30 percent market share.
P&G's marketing pitch was deceptively simple: A little bit of Joy cleans better, yet is easier on the hands. The message hit a chord, says Ayumi Osaki, a 31-year-old homemaker who rushed off to buy Joy after seeing pilot commercials. ''Grease on Tupperware, that's the toughest thing to wash off,'' says Ms. Osaki, a mother of three in Hiroshima. ''I had to try it.''
Successes like Joy have given P&G a change of heart about Japan. ''For a long time, P&G's approach was to dump in Japan what sells in the U.S.,'' says a P&G manager who declined to be named. Now,he says, P&G generates ideas in Japan that it uses in other markets.
问题：1．What lessons can international markets learn from P&G's experiences in Japan?
2．Identify and describe the roles of product policy,pricing,promotion and distribution in marketing Joy in Japan.
3．What lessons from Japan might benefit P&G in other market?