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(非常急)翻譯商業文章

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Carol Hamilton, Senior Vice President of Marketing for the L’Oreal Retail Division had assumed responsibility for Plenitude in early 1996. The Plenitude line, which included cleansers and moisturizers, had been a smashing success in the French skincare market following its 1982 introduction and was introduced to the U.S. market in 1988. In April 1996, Hamilton commented: “Plenitude has gone through a couple phases here. It had a very strong introduction in the United States, quickly becoming the #2 brand in the market, only behind Oil of Olay. And, the trade loved us. We were upscaling the skincare business and bringing new people into these mass channels from department stores. Plenitude sales grew pretty well through 1991 and we were achieving what we set out to do. We had told the trade we would spend big supporting the brand and we did; we were building a consumer franchise, brand equity, and good trade relations. We weren’t making any money. But, we didn’t worry about that too much since we knew from the beginning that we would have to invest in the market given the position Procter had with Oil of Olay. But then we just hit afour-year sales plateau. We had lost the #2 position to Pond’s. When I took on the brand, we had just regained our position as the #2 brand in moisturizers. However, it was still 8 or 9 years after the U.S. introduction and we still were not making any money here.

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  • Leo
    Lv 7
    1 0 年前
    最佳解答

    Carol Hamilton, Senior Vice President of Marketing for the L’Oreal Retail Division had assumed responsibility for Plenitude in early 1996. The Plenitude line, which included cleansers and moisturizers, had been a smashing success in the French skincare market following its 1982 introduction and was introduced to the U.S. market in 1988. In April 1996, Hamilton commented: “Plenitude has gone through a couple phases here. It had a very strong introduction in the United States, quickly becoming the #2 brand in the market, only behind Oil of Olay. And, the trade loved us. We were up scaling the skincare business and bringing new people into these mass channels from department stores. Plenitude sales grew pretty well through 1991 and we were achieving what we set out to do. We had told the trade we would spend big supporting the brand and we did; we were building a consumer franchise, brand equity, and good trade relations. We weren’t making any money. But, we didn’t worry about that too much since we knew from the beginning that we would have to invest in the market given the position Procter had with Oil of Olay. But then we just hit a four-year sales plateau. We had lost the #2 position to Pond’s. When I took on the brand, we had just regained our position as the #2 brand in moisturizers. However, it was still 8 or 9 years after the U.S. introduction and we still were not making any money here.

    Carol Hamilton, L’Oreal零售部門的資深行銷副總裁在1996年期間負責Plenitude產品。Plenitude系列產品,包括清潔產品和潤膚霜, 從1982年推出之後在法國皮膚保養市場造成空前的成功然後在1998年導入美國市場。在1996 年4月, Hamilton表示: “Plenitude”在這個市場已經通過各個階段的考驗。它在美國有非常強勢的導入,很迅速的成為市場上第2名的品牌,只落在Olay的保養油品之後。並且,廠商很喜歡我們。我們提升皮膚保養的事業而且從百貨公司為這些主要銷售管道注入新血。Plenitude在1991年的銷售有相當好的成長並且我們達到我們訂定的目標。我們告訴我們的貿易廠商我們會大力支持我們的品牌而且我們有做到;我們建立消費者聯盟、品牌產權,然後維持良好的貿易關係。我們還沒有賺到任何金錢。但是,我們不太擔心因為我們從一開始就知道我們會必須和Olay在市場上對Procter油品的定位一樣在市場上進行投資。就這樣我們達到了連續四年的銷售高峰。當我接管這個品牌的時候我們被Pond搶走第2名的位置,我們剛剛才收復了我們在潤膚霜第2名品牌的位置。但是,它仍然只是進入美國市場8到9年時間而已而我們在這個市場仍然沒有賺到任何錢。

  • 1 0 年前

    「在1996 年4月, Hamilton表示」之後都是引自Hamilton的話

    一開始就知道我們必須在市場上進行投資,以因應Olay的Procter油品在市場上站的高度。

    連續四年的銷售高原期

    在我接管這個品牌前我們被Pond搶走第2名的位置,

    它仍然進入了美國市場有8到9年

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