市场营销-如何应对价格战及应对低价的策略大学毕业论文外文文献翻译及原文.doc

毕 业 设 计（论文） 外 文 文 献 翻 译 文献、资料中文题目：1.如何应对价格战2.应对低价的策略 文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院 （部）： 专 业： 市场营销 班 级： 姓 名： 学 号： 指导教师： 翻译日期： 2017.02.14 短学期课程报告 外 文 翻 译 题 目 　　　价格战的研究综述　　　　　　　　 学 院 商学院 专 业 市场营销 班 级 学 号 学生姓名 指导教师 审核意见： 指导教师（签名） 年 月 日 一、外文原文 （一）标题：How to Fight a Price War 原文：In the battle to capture the customer, companies use a wide range of tactics to ward off competitors. Increasingly, price is the weapon of choice – and frequently the skirmishing degenerates into a price war. Creating low price appeal is often the goal, but the result of one retaliatory price slashing after another is often a precipitous decline in industry profits. Look at the airline price wars of 1992. When American Airlines, Northwest Airlines, and other U.S. carriers went toe-to-toe in matching and exceeding one another’s reduced fares, the result was record volumes of air travel-and record losses. Some estimates suggest that the overall losses suffered by the industry that year exceed the combined profits for the entire industry from its inception. Price wars can create economically devastating and psychologically debilitating situations that take an extraordinary toll on an individual, a company, and industry profitability. No matter who wins, the combatants all seem to end up worse off than before they joined the battle. And yet, price wars are becoming increasingly common and uncommonly fierce. Consider the following two examples: In July 1999, Sprint announced a nighttime long-distance rate of 5 cents per minute. In August 1999, MCI matched Sprint’s off-peak rate. Later that month, AT T acknowledged that revenue from its consumer long-distance