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外文翻译原文MaterialSource:AbriefmarketinghistoryofAuthor:JOHNS.WRIGHTtheJEWELteacompanyManybusinessesappearontheAmericanmarketingsceneeveryyear,tohelptheconsumerinthefulfillmentofhisneeds,wants,anddesires.Mosteventuallyfail,oratbestsurviveinamarginalfashion;afewbecomepre-eminentlysuccessful.Anintriguingandeverpresentquestioniswhatmakesforthedifference.Onepossibleapproachinthesearchforthe"extra"ingredientmaylieinthemarketingpolicyformulationprocessascarriedonbymanagementwithinsuccessfulfirms.Usingthisparticularorientation,threekeymarketingpolicieshavebeenwovenintothisbriefhistoryoftheJewelTeaCompany.BACKGROUNDMARKETINGstudentsareconstantlylookingfornewapproachestomarketingknowledge.Duringtheinfancyofthesubjectmostoftheemphasiswasplaceduponthecommodityapproachwherebyindividualgoodsweretracedastheyflowedthroughthechannelsofdistribution.Atalaterdatethefocusofattentionshiftedtothemiddlemenwhoimplementedtheflowofgoods;laterstill,thevariousjobsperformedinthemarketingprocesswerescrutinized.Thesetwoapproachesweretermedrespectively,institutionalandfunctional.Onlyslight,andincidentalattentionhasbeengiventothehistoricalaspectsofmarketing,eveninthefaceofgrowinginterestinbusinesshistory.Thepresentarticleillustrateshowmarketingknowledgecanbeincreasedbymeansofastudyoftheforces,factors,men,andpolicieswhichhaveinfluencedthegrowthandcontinuedsuccessofonefirmengagedindistributivepursuits.Fromaseriesofsimilarhistoricalstudies,worthwhilegeneralizationsaboutmarketingcouldprobablybedrawn.ThefirmchosenforanalysiswastheJewelTeaCompany,Inc.Atleasttwofactorswereinstrumentalinthechoiceofthiscompany.First,itisthedominantfirminahighlyspecializedformofretailing,theso-called"home-serviceindustry,"aswellasholdinganimportantplaceinthefood-chain-storefield.Second,thebusinessaffairsofJewelhavebeensufficientlyvariedsothatitsmanagementhasfrequentlybeen9 calledupontoactwithenterpriseandimagination,therebyprovidinganinterestingstoryoftheproblems,challenges,andtechniquestobefoundinmarketmanagement.Anotherimportantfactor,ofcourse,isthatthewriterwasfortunateinreceivingthewholeheartedsupportandco-operationofthecompanymanagementinhisresearch.TheJewelTeaCompanyisactuallytwodistinctbusinessesoperatingunderjointmanagement.TheHomeServiceRoutesDepartmentconsistsofapproximately2,000routesinforty-onestates.Eachrouteisoperatedbyadriver-salesmanwhocallsonasetofcustomersonceeverytwoweeksinordertosellthemcoffee,tea,spices,andotherrelativelyhigh-unitvaluefoodspecialties.In1956salesofthisdivisionwerenearly$78million,or23percentofthecompanytotalfortheyear.TheothersegmentoftheenterpriseistheRetailFoodStoresDepartment,acollectionatyearend1956of184storesoperatingintheChicagometropolitanarea.(AmergerwiththeEisnerGroceryCompanyearlyin1957added41storestothechain.)Salesvolumein1956wasslightlyinexcessof$257million,or77percentofthecompany'stotalretailvolume.Amanufacturingdivisionisalsomaintainedwhichisparticularlyimportantforitscoffee-roastingactivities.Whateveritsshortcomingsfromtheviewpointofhistoricalresearch,thetenet,"aninstitutionisbutthelengthenedshadowofaman,"isquiteusefulintheorganizationandpresentationofhistoricalmaterials.Accordingly,theyearsfrom1901to1957aredividedintofiveperiodshere.Eachperiodreflectsthestrengthsandweaknessesofthevariousmanagersintheirresponsestointernalandexternalpressuresonthemarketingoperationsofthefirm.THESKIFF-ROSSERA：1901-1916FrankSkiff,asmall-townboyfromNewton,Iowa,movedtoChicagoin1898andstartedtoworkasasolicitorfortheIndiaTeaCompany,a"tea-wagon"company.Thenextyearheformedapartner-shipwhichrentedahorse,boughtawagon,andstartedbusinesswithacapitalfundof$700.Theoperationwasmarginal,andthepartnershipwassoondissolved.AproblemwasposedforSkiff,forhedidnotwishtoreturntothesmalltown.FinallyhepersuadedFrankP.Ross,hisbrother-in-law,toenterintoanotherpartnershipinFebruary,1901.ThisdatemarksthestartofcontinuousbusinessoperationsbytheJewelTeaCompany.ThenewcompanywasasounderenterprisethanSkiff'sfirstendeavor,principallybecauseofsounderfinancingwhichpermittedbulkbuyingofstock.Thepartnerswereambitious,spendingtheirdaysinsolicitationofordersandtheireveningspackingcoffeeandorder-pickingthenextday'sdeliveries.Salesforthe9 firstyearwere$11,000.Whensufficientmoneywasavailable,thatis,enoughtobuyawagonandhorse,anewroutewasstarted.Afinancialbalancewasfirststruckin1903,andthecompanywasfoundtobeworth$25,000.AnIllinoiscorporationwasformedwiththatcapitalizationfigure.ThecompanybuiltamanufacturingplantinChicagoin1909,refiectingthedegreeofprivate-branddevelopmentwhichwastaking-place,particularlyincoffeeroastingandpackaging.Salesreachedthemilliondollarmarkin1910.Naturallythegrowthinsaleswasaccompaniedbyasubstantialincreaseinfieldoperations.Onehundredrouteswerefirstoperatedin1909;thenumberofroutestotaledmorethan400in1912,andhadrisento850bytheendof1915.Fromaone-wagonoperationwithsalesof$11,000thecompanyhadgrownto850unitswithasalesvolumeofover$8millioninaperiodoffifteenyears.Howthisrecordwasestablishedmakesforaninterestingexpositionofmarketingpolicy—formulationandexecution.Twopolicies,premiummerchandisingandpremiumadvancement,canbesaidtohavebeencrucialintheearlysuccessoftheJewelTeaCompany.PremiumMerchandisingWhenthebrothers-in-law.SkiffandRoss,joinedtogetherin1901topickuptheremnantsofFrankSkiff'spreviousforayinthe"tea-wagon"business,therewasnothingnewinthemethodofoperationtheyadopted.Atthistimethreeimportantpoliciesweregenerallyinforcewithintheindustry:(1)premiummerchandising;(2)scheduleddelivery;and(3)cash-onlysales.Thus,atthebeginningthepartnersweremerelypolicyadopters,buttheirtalentsandinclinationssoonledthemtoventureintoareasofpolicyadaptationandinnovationTheirskillinpolicyadaptationtotheneedsoftheirparticularcompanycanbeillustratedbestbyanexaminationofthepremiummerchandisingpolicy."Apremiumisaproductofconsiderablevaluerelativetotheproductboughtthatisgivenasabonusforbuyingtheproduct."^ThepremiumsofferedbytheJewelTeaCompanyfellwithinthisdefinition.PremiummerchandisingintheUnitedStatesistraditionallytracedtoB.T.Babbitt,who,in1851,hitupontheplanofgivingfreelithographicpicturestohousewivesinexchangeforsoapwrappers.Hisideaofsellingpackagedsoaphadbeenunsuccessfuluntilthepremiumideawasadopted.Teaandcoffeemerchantswerenotslowinincorporatingthepremiumprincipleintotheirmethodofoperation,substitutingacheckorcouponplanforthewrapperidea.Whenapoundofteaorcoffeewaspurchased,acoupon,usuallypackedinthecontainer,wasgiventhecustomer.Thesecouponswereaccumulated9 untilaspecifiedquantitywasheldandthenexchangedforapremium.Thisplanofmerchandisingactedasacustomer-tyingdevice,forthehousewifewouldusuallycontinuebuyingfromthecompanyuntilshehadsavedenoughcouponstoobtainapremium.ThemanagementoftheJewelTeaCompanypromotedthismerchandisingtechniquemoreaggressivelythancompetinghome-serviceoperators.Animportantfactorinthisimprovedadaptationwasashrewdselectionofpremiums.ThechoiceofHavilandchinawareaspremiummerchandisewaseitherastrokeofgeniusorofgoodfortune,foritwasanidealitemforaggressivepromotion.Aproductknownforitshighquality,Havilandchinawareseemedoutofthefinancialreachofmosthousewives.Premiummerchandisingbythecompanymadeitsownershipapossibility.Forexample,aNumber1Havilandplatewasgivenwiththepurchaseoftwopoundsofcoffeeorapoundoftea.Coffeesalesspiraledevenatcompanypricesoftwenty-fivecentsapoundatatimewhengrocerystoreschargedonlyseventeencents.Thecompanykeptabreastofchangingpatternsofconsumerbuyinghabits.Duringoneperiodofthreeyearsthecompanymerchandisedaspremiumsoveronemillion"Cake-Safes,"adevicepermittingthetransportationofcakesfromthehometothechurchbazaar,etc.Lateraglasswaresetcalled"GoldenGlow"waseminentlysuccessful,with1,500,000piecesgivenaspremiumsinatwo-weeksalesperiod,and6,800,000intwoyears.ThecompanywasanimportantfactorintheintroductionofaluminumwaretotheAmericanhome,tosuchadegreethatnearlytheentireoutputofoneleadingmanufacturerwastaken.Inthe1930'stheprocesswasrepeatedinthecaseofsmallelectricalappliances.Thepatternfollowedingrantingprofitsharingcreditsisinteresting.Indepressionyearsliberalityisinevidence,whileinwaryearstheshortageofpremiumsandtheproblemsofrouteoperationcallforatighteningintheuseofthedevice.SinceWorldWarIIcompanymerchandisingphilosophyhasbeenaimedatthelowprice-quantitysellinggoal,andpremiumshavebeendeemphasized.Whilehome-deliveryserviceandproductdifferentiationintheformofqualityproductscannotbedisregarded,itisunlikelythatappreciablesalesvolumecouldbeachievedinthehome-serviceindustrywithouttheexistenceofthepremium.IthasbeenthebasicattractionTheAdvancedPremiumOneobjectionwasfrequentlyraisedwhenthepartnerswerepresentingtheir9 propositiontoaprospectivecustomer,namely,thatshehadsavedcouponsofanothercompanyonlytohaveitceaseoperationsbeforeasufficientnumberhadbeenaccumulatedforpremiumredemptionpurposes.Theearlyyearsofthetwentiethcenturywerecharacterizedbyahighmortalityrateinthehomeserviceindustry,forthefieldwasover-crowdedwithsmallvolumeoperators.Thus,customerobjectionwasfoundeduponsadexperience,anditwashardtoovercomeevenbyasalesmanaspersuasiveasFrankRoss.Thestoryofhowtheadvancedpremiumpolicycameintobeingisaninterestingstudyofpolicyformulation.^Mr.RosswasengagedinadvancesellingintheChicagostockyardsarea.Oneprospectivecustomerorderedhimfromherporchwhenhestartedhissolicitation.Hefinallywasabletogethertoexplainhergrievance,whichwastheoldfamiliarstoryofcouponsavingtonoavail.AchallengetoFrankRoss'ssellingabilityhadbeenpresented.HeofferedherasetofHavilandchinaware,tellingheritcouldbeearnedbypurchasingJewelproducts.Thecompanywouldtrusther,andshewouldhaveuseofthepremiumduringtheearningperiod.Thewomanwasintrigued,andaninnovationinhome-servicemerchandisingwasborn.TherapidgrowthoftheJewelTeaCompanysprangfromthissalesinterview.In1951thefigurewas$1,617,andthecompanyoperated2,089routes.Inventoriesincustomers'homesintheformofadvancedpremiumsamountedtoapproximately$3,400,000atretail,ornearly$2,000,000atcost.Atthesametime,merchandisingstrategyposesaparadoxrespectinginventories,foreachcustomer'saccountmusthaveaminimum,aswellasamaximum,limit.Anotherpremium-earningprogrammustbesoldthecustomerwhenherpremiumbalancebecomeslow,orshemaydiscontinuebuyingfromthecompanywhenthepresentpremiumisearned.Theadvancedpremiumpolicyisthemostimportantinnovationgiventothehome-servicefieldofbusinessoperationbytheJewelTeaCompany.Forthecompanythepolicyfurnishedthevehiclewhichledtoindustrydominance.Newcustomerswereaddedrapidlytocompanyroutebooks,forcustomerskepticismwasminimized.Theadvancesalesmannotonlyhadqualitypremiumstoenticethehousewife,buthecouldnowapproachaprospectivecustomerwithconfidenceasarepresentativeofafirmwithsuchapparentfinancialstrengthandbeliefinthebenefitsofitsmethodofdistributionthatitcouldentrustquantitiesofmerchandisetothehonestyofitscustomers.Asoundmerchandisingprogramwasbeingbuiltstepbystep.9 HANCOCKANDRE-ENTRENCHMENT:1919-1924DuringWorldWarICaptainHancock,anineteen-yearNavyveteran,wasinchargeofNavyprocurement,apositionwhichexposedhimtocontactswithmanyprominentbusinessmen.LehmanBrothers,aNewYorkinvestmentfirm,persuadedhimtojointheJewelTeaCompanymanagementasAdministrativeVicePresidentinordertointroducecontrolmethodstothecompany'soperation.PresidentRaymondE.Durham,aChicagobankerwhoenteredtheJewelmanagementasaninterimpresidentinJuly,1919,andhisassistantfacedasteadilyworseningsituation.Afteraninspectionofallfieldoperations,aprogramofcontractionwassetintomotionwiththeplannedeliminationbyMarch,1,1920,ofallroutesaveraginglessthan$200perweek.Inthefallofthatyearare-entrenchmentprogramwasinaugurated,withareductionofthenumberofroutesfrom1,600to1,000asitsgoal.PresidentDurhambecameaprophetofdoom,pessimisticallystatingthatthehome-servicemethodofmerchandisingwasoutmodedandeconomicallyunsound.Hissolutionwassaleorliquidation.Theresultsfor1920weretheworstincompanyhistory,pastorfuture.Withasalesvolumeofmorethan$17million,anetlossofover$2millionwasincurred.Nobuyercouldbefound,andreliancehadtobeplaceduponre-entrenchmentifanythingwastobesalvaged.ByFebruary,1921,itcouldbereportedtotheBoardofDirectorsthatthebusinesshadreturnedtoaprofit-earningbasis,albeitonamuchsmallersalesbase.Hancockwaslargelyresponsible.Henotonlyestablishedimprovedcontrolmethodsinpurchasinganddistribution,butgaveattentiontoexpensereduction,salesvolumeincreases,andhighergrossmargins.HewasrewardedwiththepresidencyinApril,1922,andbyJune,1924,whenHancockresignedtobecomeapartnerinLehmanBrothers,apatternofregular,healthygrowthwasbeingset.Problemsfacingmanagementwereroutineinnature,suchasfaceexecutivesofanygoingbusiness.Stabilityhadbeenreturnedtothecompany,andthere-entrenchmentprogramwasasuccess.LUNDINGDAYS:1942-1957WhenMauriceKarkerreturnedtohisNavaluniformin1942,anew,young,dynamicman.FranklinJeromeLunding,steppedintotheleadership.Alawyerbytraining,hehadearnedhisspursinthetougharenaofChicagofoodretailing.TheyearsofWorldWarIIwerefilledwithoperationalproblems,suchasshortagesofmerchandisetosell,pricecontrols,lackofsufficientandcapablemanpower,and9 restrictionsontheuseoftiresandgasoline.Managementwasbusyjustkeepingthebusinessoperating.ThroughLunding'sefforts,salesvolumeandearningswerekeptinasatisfactorycondition.Inadditiontothisholdingaction,Lundingwasplanningforthefuture.Theideaofthepilotstoreandbranchwasadoptedtotestnewmerchandisingideas,forthenewpresident'sfortewasintheareaofmerchandising.TheinfluenceoftheFoodStoresDepartmentwasfeltintheroutes.Newpricingpolicieswereadoptedwithincreasedsalesvolumeatlowermarginstheavowedgoal.Forsometimegreathopewasheldinamail-ordersellingplanforroutecustomers.Catalogsdisplayingavarietyofnonfoodmerchandiseweredistributedbytheroutesalesmenwhointurnwereinstructedtoinquireoneachbi-weeklycallwhetherthecustomerwishedtoorderanymerchandisefromitsofferings.Ifso,theorderwasfilledthroughthemails.Thecompanyobjective,ofcourse,wasanincreaseinsalesvolumeofhighunitvaluenonfoodgoods;andsalesvolumesofnearly$15millionand$17millionwererecordedin1952and1953respectively.Sincethoseyearsthemerchandisingplanhasreceivedlessattentionwithitemsdeliverablebytheregularroutemethodbeingfeatured.Theemphasishasturnedtoanotheravenueofpossibleimprovementinrouteoperations,namely,theconsolidationofdistributionpointsintoAreaDistributionCenters,eachserving160to190routeswithinaradiusof250miles.(TheoldBranchCentersserveapproximatelythirtyroutes.)Furthermore,expansioneffortshavebeenawayfromruralareasandintometropolitancenterswhereroutesalesmencanfindcustomerswithaminimumoftimelossthroughtravel.IntheFoodStoresDepartmentnewdevelopmentsaretypicalofthefieldwithbiggerandbiggersupermarkets,moreefficientoperation,andaggressivemerchandisingthewatchwords.Thus,theprocessesofmarketinnovation,adoption,adaptation,andconsolidationflowon.Presentmanagementhascapturedamodicumofthefounders'skillininnovationandcoupleditwithatalentforcarefullyplannedexpansionprecededbyproperconsolidationofgainspreviouslywon.Inotherwords,"seat-of-the-pants"leadershiphasbeenreplacedbyscientificmanagementinfaceofachangingmarketenvironment.9 译文资料来源:宝石茶叶公司的市场营销的历史简介作者：约翰S·赖特每年许多交易出现在美国市场，以帮助消费者满足其需求，需要和愿望。大多数最终失败，或者充其量微乎其微，只有极少数能够显著的成功。一个有趣的和日益的问题是什么使这种差异的产生。搜索中的一个可能的方法为“特别”的成分可能在于营销政策的制定和进行成功的公司内的管理过程。使用这个特别的方向，三个关键的营销政策已编入宝石茶叶公司简史。市场营销的学者不断地寻找市场营销知识的新方法。在初期，其重点放在对大部分商品的处理途径，把个人的货物流通，他们通过分销渠道流向。一段时间后人们关注的焦点转移到了中间商上，最后，对营销过程中进行的各项工作进行审议。这两种方法分别被称为，机构和职能。本文章说明一个企业在追求经营分配政策时，营销知识如何影响其经济增长和持续成功的。这从相似的历史一系列研究，和那些值得推广的市场营销案例中也许可以得出。本文分析所选择的公司是宝石茶叶公司，选着此公司的原因有两个。首先，它在零售公司中占主导地位，是高度专门形式的“家庭服务行业”，以及其在食品连锁店领域占有重要地位。其次，宝石业务多种多样，这使其被要求较高的企业行为和想象力，从而引发了一个的富有挑战性的问题，即市场扩展和市场管理的问题。另一个重要因素，宝石公司具有良好的客户源和销售业绩。弗兰克，一个小城的男孩划着小船于1898年,从牛顿、爱荷华州、搬到芝加哥的工作,开始作为一个律师为印度茶的公司——“tea-wagon”公司服务。第二年,他在partner-ship租了一马,买了一辆车,开始时经营资本基金的只有700美元。而公司经营不善，很快就被解散破产了。弗兰克最后他说服了弗兰克.p.罗斯，他的姐夫，入股出资，于1901年2月开始正式经营宝石茶叶有限公司。这家新公司有较好的市场活力，因为其是一个合资企业，出售股份，能够保证充足的资金来源。公司首先包装好其产品和处理好订单后，第二天的传送。公司的第一年被销售为1.1万美元。当有了足够的钱是以后，开始了另一个渠道扩展，一个新的路线就开始了。1909年，公司在芝加哥建立了制造工厂，refiectingprivate-brand的发展正在那个地方，特别是在咖啡烘焙和包装。两种策略，溢价销售和溢价收购,可以说这是宝石茶叶公司成功至关重要的原因。在第一次世界大战期间，19岁队长约翰·汉考克海军退伍军人，负责海军采购、谋求把自己暴露于接触很多杰出的商人。纽约雷曼兄弟投资银行，投资公司，说服他加入到茶叶公司管理作为宝石行政副总统为了引进控制方法，对公司的运作。总统雷蒙德大肠达拉谟，9 芝加哥一个银行家进入宝石管理作为一个临时总统在七月，1919年，和他的助手面临着不断恶化。检查所有工作后，一个程序的操作是开动了收缩与计划清除，1920年3月，所有的路线，平均每星期要少于200美元。在那一年的秋天rentrenchment程序，减少落成仪式的数量的路线，从1600降到1000为其目标。到了二月，1921年，它就会被报告给董事会，商业已经回到了一个营利性基础上,尽管对一个更小的销售基地。汉考克主要是负责任的。他不仅建立了改善控制方法在采购和配送，乃将注意开支减少，销售量的增加，和更高的毛利润。他被奖励总统于四月，1922年，到了六月辞职，1924年，当约翰·汉考克成为一合伙人在雷曼兄弟,图案的正规的、健康的成长是被设置。管理只是常规性所面临的问题，如脸在自然界中去的首席执行官任何业务。稳定性已经回到公司，和re-entrenchment计划是成功的。当MauriceKarker在1914年还回他的海军制服后，就重新成为了一个全新的年轻有活力的人。FranklinJeromeLunding进入了领导阶层。一个接受过训练的律师，在激烈的竞争中赢得了芝加哥食品零售业的一席之地。在第二次世界大战的这一年，充满了许多有操作难度的问题，比如商品销售的短缺、价格垄断、缺少充足的能干的人力资源和非常有限的轮胎和汽油。管理部门都在忙着努力维持着艰难的经营现状。通过Lunding的努力，销量和收入基本上保持在了良好的局面。除了这个控股的行动，Lunding还在为将来做准备。试点商店的理念和分支被采纳测试新的购货的想法，对新的领军人来说最大的优势就是新的购货理念。对食品销售部分的影响在于提供了一个良好的模式。新的价格政策是以大量的销售量和低额的利润为发展目标的。在有些时候的销售计划可以是按照一定的路线向固定的客户群提供邮购指南，另外还安排了各个路线的销售员一次打电话询问客户是否需要订购相关的产品。依据这一方法，整个销售的过程就可以直接通过邮电来完成。当然，公司的目的是依靠单位价值较高的产品的高额销售量来增加销售总额。销售额度在近1500万和1700万美元的记录分别在1952年和1953年。由于那些年采购计划是很少受到关注项目，可交付的定期航线方法也被特色化了。重点已经转向另一类的可能的改进，即在路径操作的合并区域配送中心配送点,每个服务160到190路线，250英里半径范围内(原中心大约有30个分公司服务路线)。此外，扩张的努力已远离农村和进入都市中心，而是变成了在哪里可以找到客户推销员，如何用最少的时间降低运输过程的损失。在食品商店部门的新发展是典型的领域有越来越大的超市、更有效率的操作，并且主动的购货的格言。因此,市场创新的过程是一个收养、适应性、固流的过程。当前的管理已经俘获了创始人的少许技能创新和耦合，它有一个天赋，即详细计划、巩固扩张，9 最终获得可观的收益。换句话说，“天生就坐在驾驶座上”指挥的领导，现已用科学管理来面对不断变化的市场环境。9
