急,有英语专业的能帮我翻一下吗?The marketing channel is often viewed as a key strategic asset of a manufacturer.This was abundantly apparent in the $70 billion merger in 1998 between Citicorp and Travelers Group (now known jointly as Cit

急,有英语专业的能帮我翻一下吗?The marketing channel is often viewed as a key strategic asset of a manufacturer.This was abundantly apparent in the $70 billion merger in 1998 between Citicorp and Travelers Group (now known jointly as Cit
急,有英语专业的能帮我翻一下吗?
The marketing channel is often viewed as a key strategic asset of a manufacturer.This was abundantly apparent in the $70 billion merger in 1998 between Citicorp and Travelers Group (now known jointly as Citigroup).Citicorp was one of the world’s biggest banks,whereas Travelers focused on the insurance,mutual funds,and investment banking businesses.One of the merger’s major stated goals was the ability of each organization to cross-sell the other’s products to its customers and to exploit the two organizations’ distribution channels to maximize the penetration of Citigroup’s products throughout the world.Citicorp already had a worldwide distribution network of branch banks,which Travelers lacked.Meanwhile,Travelers had 10300 Salomon Smith Barney brokers,80000 Primerica Financial Services insurance agents,and 100000 Travelers insurance agents,a direct sales force in these markets that Citicorp could neither match nor easily build on its own.In a joint statement to the U.S.House Banking Committee on April 29,1998,Charles O.Prince,general counsel for Travelers,stated:
We believe we will be successful because of the quality and breadth of our products and services,and because of each of the company’s greatly expanded and innovative distribution channels.Financial products “manufactured” in various parts of our company will be distributed through a broad range of methods,from the Internet and other technology-based methods to branch office locations in one hundred countries around the world to fully individualized,in-home service.
This example makes clear that,whether selling Products or services ,marketing channel decisions play a role of strategic importance in the overall presence and success a company enjoys in the marketplace.
The above examples all include intermediaries who play some role in distributing products or services,and some are examples of markets where marketing channel activities or structures have changed over time.This raises the fundamental question of why marketing channels exist and what causes these changes.Why,for example,do not all manufacturers sell all products and services that they make directly to all end-users?And,once in place,why should a marketing channel ever change shape or new marketing channels ever emerge?

急,有英语专业的能帮我翻一下吗?The marketing channel is often viewed as a key strategic asset of a manufacturer.This was abundantly apparent in the $70 billion merger in 1998 between Citicorp and Travelers Group (now known jointly as Cit
销售渠道通常被认为是制造商重要的战略性资产,1998年花旗公司与旅行者集团（现在合并为花旗集团）高达700亿美元的并购案就充分体现了这一点.花旗集团那时是世界上最大的银行之一,而旅行者集团则致力于保险、共同基金和投资银行业务.这一收购案规定的主要目标之一就是开发两个公司对其消费者交叉销售对方产品的能力以及挖掘两公司分销渠道以使花旗集团产品尽可能遍布全世界.花旗公司在那之前已有遍布全球的分支银行销售网络,这是旅行者所缺少的.与此同时,旅行者拥有10300个所罗门美邦的经纪人,8万普瑞玛瑞卡金融理财保险机构,一百万旅行者的保险机构以及在这些市场上的一批直销队伍,这些市场是花旗公司所不可比拟的,也很难单纯依靠自己建立的.在1998年4月29日的没过众议院银行委员会的一份联合声明中,旅行者的法律总顾问查尔斯.欧.普林斯这样写道:
我们相信我们会成功的,因为我们相信我们的产品和服务范围和质量,我们相信两家公司已极大扩充、极具创新性的销售渠道.我们公司不同机构“生产好”的金融产品将会通过一系列渠道进行销售.这些渠道包括互联网和其他以技术为基础的渠道,也包括遍及全世界一百多个地区的分支机构及完全个性化的家中服务系统.行销渠道的决定对公司在市场上的整体表现和成功具有战略性重要意义.
以上例子都涉及在销售产品和服务过程中起到重要作用的中介机构,一些例子中的行销渠道结构已随时间发生改变,这就提到一个基础问题：销售渠道为何出现和为何改变?比如说,为何不是所有的厂商都将其产品对其终端用户进行直销?另外,为何销售渠道会
变形,新的销售渠道有如何产生呢?