評論
打印
OK, Martin, I asked you to prepare the case study of Ralcona, the soft-drinks manufacturer.
好的，馬丁，我讓你準備了軟飲料制造商Ralcona的案例研究。
Let's work through the main issues together. Now, I assume you've looked at the background? Can you give me a summary?
讓我們一起來看看主要問題。現在，你已經了解了它的背景吧？你能總結一下么？
Yeah, well, Ralcona are a UK company who had one very famous drink -- Jista -- which was selling well world-wide.
當然，Ralcona是一家英國公司，他們有一款非常著名的飲料—Jista—在全世界銷售。
But two years ago, when the new Chairman arrived, he decided to exploit that popularity to expand the product range.
但是兩年前，當時的新董事長上任了，他決定利用這個機會擴張產品范圍。
Ralcona had introduced jista into markets in Japan, Australia and several South-East Asian countries.
Ralcona將Jista引入了日本、澳大利亞和幾個東南亞國家市場。
But there's recently been a slide in sales, despite the fact that jista is still holding up reasonably well against some stiff competition from other multinationals.
但是近期其銷量一直在下滑，雖然jista仍抵住了來自其他跨國公司的一些激烈競爭。
OK, stop there, because I want to fill you in on the discussions that took place in the planning of this new product range -- they were very interesting.
好的，就說到這里，因為我想跟你講一下關于這個新產品范圍的計劃中發生的討論—他們非常有趣。
Inevitably, the various interested parties in the company all had very different ideas, but they all advocated caution.
公司各相關方必然有非常不同的想法，但是他們都主張謹慎。
So, for example, the finance department wanted to test the markets closer to home first,
例如，財務部想要首先對國內附近的市場進行測試，
while the marketing team were worried any new drinks would dilute the image of the core brand and so were looking at new names,
但市場團隊則擔心任何新推出的飲品都會稀釋核心品牌的形象，因此他們正在尋找新的名字，
But across the board, the people at the top favoured launching each product separately at different times to get maximum impact for each product.
但高層想要分別在不同時期推出每一款產品以尋求每款產品的最大影響。
So that's what happened. All right, go on.
所以以上就是所發生的事情。好的，繼續。
