华北水利水电学院毕业论文
附 录
附 录1： 调查问卷
全州县大米市场调查问卷
尊敬的先生、女士：
您好，我是吉利大米厂的访问员，首先十分感谢您抽出宝贵的时间填写这份问卷，本企业为了更好的了解全州县大米的消费市场以及人们的消费情况，专门设计了这么一份调查问卷，希望您积极参与，您的意见无所谓对错，只要反映您的情况和想法，都是对我们最大的帮助，关于您的个人信息，我们承诺为您保密。谢谢您的合作。 1 您的性别（ ） A 男 B 女
2 您的年龄段（ ） A 15--25 B 25—45 C 45以上
3 您的月收入多少？（ ） A 1000一下 B 1000--2000 C 2000—3000 D 3000以上
4 您对现在吃的大米的质量放心吗（ ） A 放心 B 不放心 C 凑合吃吧
5 你愿意购买品牌大米吗（ ） A 愿意 B 不愿意 C 不知道
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华北水利水电学院毕业论文
6 您家庭购买大米一般由谁承担（ ） A 父母 B 家庭主男 C 家庭主妇
D 其他 （请写出自己的答案） 7 你通常在什么地方购买大米（ ） A 超市 B 便利店 C 农副市场 D 其他
8 您为什么选择在此处购买大米（ ） A 价格便宜 B 地点方便 C 质量较好 D 服务较好
9 请问您购买的大米价格通常是多少（元/斤）（ A 1--1.5元 B 1.5--2元 C 2—3元 D 3元以上
10 你每次购买大米的包装是多少（ ） A 5kg B 10kg C 15kg D 25kg E 散装
11 您的家庭一般多久购买一次大米？（ ） A 半个月左右 B 一到两个月 C 不确定
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） 华北水利水电学院毕业论文
12 您知道吉利米厂的哪几种产品（可多选）（ ） A 吉利香米 B 山川金优米 C 山川桂99米 D 不清楚
13 吉利米厂的大米在您的印象中是怎么样的（ ） A 很贵
B 价钱一般，但很值 C 自己未尝过 D 凑合着吃吧
14 一旦吃到自己喜欢的大米，一般会（ ） A 一直购买这个品牌，不再改变 B 下次会尝试其他的
15如果您买大米，以下几点因素，您觉得哪个更重要（请按重要程度从左到右排序） A 价格
B 米的质量 （颗粒是否饱满 、有无光泽、米粒有无破损） C口感 （香甜可口，柔滑，不粘不黏） D包装 E营养 F品牌 G其他
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华北水利水电学院毕业论文
附 录2： 英文原文
Levi's Strategic Marketing and Planning
Bavarian immigrant to America, Levi-Strauss, carted a load of heavy fabric to California to make tents during the gold rush. He found that the gold seekers needed trousers more than tents, so he used the fabric to make canvas trousers. His blue jeans are now a worldwide institution. Levi-Strauss&Co. still dominates the jeans industry. From the 1950s to the 1970s, as the baby boom caused an explosion in the number of young people, Levi-Strauss&Co. and other jeans makers experienced heady 10-15 per cent annual sales growth, with little or no strategic or marketing planning effort. Selling jeans was easy - Levi concentrated on simply trying to make enough jeans to satisfy a seemingly insatiable market. However, by the early 1980s, demographics had caught up with the jeans industry. Its best customers, the baby-boomers, were ageing, and their tastes were changing with their waistlines-they bought fewer jeans and wore them longer. Meanwhile, tine IS-to 24-year-old segment, the group traditionally most likely to buy jeans, was shrinking. Thus Levi found itself fighting for share in a lading jeans market. At first, despite the declining market, Levi-Strauss & do. stuck closely to its basic jeans business. It sought growth through mass-marketing strategies,substantially increasing its advertising and selling through mass retailers like Sears and J.C. Penney. When these tactics failed and profits continued to plummet, Levi tried diversification into faster-growing fashion and speciality apparel businesses. It hastily added more than 75 new lines,including Ralph Lauren's Polo line (high fashion); the David Hunter line(classic men's sportswear): the Perry Ellis Collection (men's, women's and children's casual sportswear); Tourage SSE (fashionable men's wear); Frank Shorter Sportswear (athletic wear); and many others. By 1984 Levi had diversified into a muddled array of businesses ranging from its true blue jeans to men's hats, ski-wear and even denim maternity wear. As one analyst reported at the time in Inc. magazine: For years, Levi prospered with one strategy: chase the demand for blue jeans. Then came
die designer jeans craze - and Levi became unstitched. The company diversified into fashion. It slapped its famous name on everything from running suits to women's polyester pants. The results were disastrous: profits collapsed by 79 per cent last year, and the company slashed about 5,000 jobs.
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华北水利水电学院毕业论文
In 1985, in an effort to turn around an ailing Levi-Strauss it Co, new management implemented a bold new strategic plan, beginning with a drastic reorganization. It sold most of the ill-fated fashion and speciality apparel businesses and took the company back to what it had always done best making and selling jeans. For starters, Levi rejuvenated its flagship product,the classic button-fly, shrink-to-fit 501 jeans. It invested $38 million in the now-classic 501 blues' advertising campaign, a series of hip, documentary-style reality ads. Never before had a company spent so much on a single item of clothing. At the time, many analysts questioned this strategy. As one put it: 'That's just too much to spend on one lousy pair of jeans.' However, the 501 blues campaign spoke for all of the company's products. It reminded consumers of Levi's strong tradition and refocused the company on its basic,blue jeans heritage. During the next six years, the campaign would more than double the sales of 501s.
Building on this solid-blue base, Levi began to add new products. For example, it successfully added prewashed, stonewashed and brightly coloured jeans to its basic line. In late 1986, Levi’s introduced Dockers, casual and comfortable cotton trousers targeted at the ageing male baby-boomers.A natural extension of the jeans business, the new line had even broader appeal than anticipated. Not only did adults buy Dockers, so did their children. In the few years since its introduction, the Dockers line has become a Si billion-a-year success, Levi's has continued to develop now products for the ageing boomers. In 1992 it introduced 550 and 560 loose-fitting jeans - 'a loose interpretation of the original' - for men who have outgrown the company's slimmer-cut 501s.
In addition to introducing new products, Levi-Strauss & Co. also stepped up its efforts to develop new markets. In 1991, for example, it developed jeans designed especially for women and launched an innovative five-month, S12 million 'Jeans for Women' advertising campaign, featuring renderings of the female form in blue jeans by four female artists.
But Levi's most dramatic turnaround has been in its international markets. In 1985 Levi almost sold its then stumbling and unprofitable foreign operations. Since then, however, the company has turned what was a patchwork of foreign licensees into a well-coordinated team of worldwide subsidiaries. Levi is now a truly global apparel maker. Its strategy is to 'think globally, act locally'. It operates a closely coordinated worldwide marketing,manufacturing rind distribution system. Twice a year, Levi brings together managers from around the world to share
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