【正文】 服極少存在折扣現(xiàn)象。英國向來是以高效率著稱，人力資本相對來說少了很多，除此之外， BOYLONDON 還雇傭大量的外籍勞動力來獲得更加廉價的勞動力，這樣又一步的壓縮的成本?？偠灾?BOYLONDON 品牌男裝有著非常豐富的紡織品來源。所以在產(chǎn) 能上可以完全保證生產(chǎn)的服裝質(zhì)量。這種借鑒并且創(chuàng)新精神是我國所不具備的。例如大家皆知的阿迪王，這種照葫蘆畫瓢的方法已經(jīng)成為人們的笑柄。而設(shè)計手段大多停留在紙面的階段，從而導(dǎo)致設(shè)計周期長，設(shè)計成本高，設(shè)計效率弱。這種產(chǎn)品開發(fā)周期過長的現(xiàn)象導(dǎo)致賣不出去，貨存積壓，折扣過多。在這背后都是 BOYLONDON 的廣闊的視野與信息資訊， BOYLONDON 收集著全世界的資訊，而中國企業(yè)僅僅了解這國內(nèi)的時尚資訊，這就是一個天上一個地上的差距。而 BOYLONDON 則恰恰相反，他們主要在于自己的創(chuàng)新，而大量成產(chǎn)則交給了廉價勞動力們。在我國所謂的流行市場總存在這樣一個現(xiàn)象“一窩蜂現(xiàn)象”例如在前幾年的服裝市場上，曾出現(xiàn)休閑服飾熱潮。于是，國內(nèi)的企業(yè)就紛紛仿效，而不顧自己的產(chǎn)品風(fēng)格和市場定位，原本以前 生產(chǎn)正裝的企業(yè)也開始成產(chǎn)休閑服飾。一下子從最流行的服裝變成了千篇一律的服裝。對于 BOYLONDON 品牌男裝這樣的國際化的大型服裝企業(yè)說，服裝理念是公司的心臟，市場定位是公司的大腦，他們有著自己的創(chuàng)新，不跟風(fēng)，這種獨樹一幟的理念是國內(nèi)所不具備的。模仿國際時尚大牌，并加以自己的理念去創(chuàng)新不僅可以節(jié)省時間還可以降低成本，并先一步的進(jìn)去市場。 BOYLONDON 品牌男裝的服務(wù)人員也是經(jīng)過嚴(yán)格的 培訓(xùn)，她們不同于其他的服務(wù)人員，她們有著高收入，正式這種高收入以及專業(yè)的培訓(xùn)使得 BOYLONDON 的服務(wù)領(lǐng)先與別的品牌。這一點尤其需要改進(jìn)。 最后這些國內(nèi)存在的通病不是說說就能改變的，新的品牌理念也不是馬上就能學(xué)到的，需要一定的時間。 參考文獻(xiàn) [1] 騰格特 .馬克 .Fashion brands branding style from Armani to BOYLONDON 品牌男裝 [M]， KORGAN PAGE. 2021 [2] 巴迪亞 ,恩里克 BOYLONDON 品牌男裝引領(lǐng)快速時 BOYLONDON 品牌男裝 [M]，浙江人民出版社 . 2021 [3] 奧謝亞 .BOYLONDON 品牌男裝阿曼修JONES 品牌男裝和 Hamp。M 以快制勝的時尚品牌 [J].企業(yè)改革與管理 .2021： 6769 [27] 葉兆 .淺析 Hamp。JONES 品牌男裝與 Hamp。JONES 品牌男裝供應(yīng)鏈分析 [J].物流信息化管理 .2021： 2325 [40] 杜冰冰 .快速時尚沖擊下的服裝設(shè)計 [M].服飾文化與設(shè)計 .2021： 3739 北京物資學(xué)院 2021 屆畢業(yè)論文（設(shè)計） 17 外文文獻(xiàn)與翻譯 一、文獻(xiàn)原文 Ten Lessons for Improving Service Quality Between 1983 and 1993, Berry, Parasuraman, and Zeithaml conducted a prehensive, fivephase study of service quality in America under the sponsorship of the Marketing Science Institute. They have published a series of MSI monographs, journal articles, and several books based on this research. They reflected on their research journey in an MSI mentary that was published in 1993 and republished in 1994 by the Academy of Management Executive, and is now reprinted here. In the preface below they revisit their reflections of ten years ago. Preface Quality service helps a pany to maximize benefits and minimize burdens for customers—the essence of delivering value. Because it is important to most customers and defies imitation by petitors, quality service offers a key petitive advantage. Indeed, firms in every industry have demonstrated the differentiating power of excellent service. Yet, despite this, price petition seems to dominate pany efforts to provide value. The meteoric growth of WalMart Stores—and the tendency of many firms to lower prices as a first response to softening demand—has focused so much marketing energy on price petition that it has bee difficult not to assume that customers care only about price. A singular focus on price petition means that the firm is peting only on the “burden” ponent of value and ignoring the “benefit” ponent. Rather than investing in quality service to “demoditize” the business, firms are emphasizing low price which serves to further “moditize” the business. Service in America would be much improved if managers would embrace one central operating principle: the tougher the price petition in our industry, the more important quality service is to our pany—because superb service gives customers nonprice reasons to do business with us. In 1993, our purpose in writing a mentary was to consider our research findings and 北京物資學(xué)院 2021 屆畢業(yè)論文（設(shè)計） 18 experience holistically as a foundation for offering guidelines to managers on improving service. We presented our guidance in the form of service quality “l(fā)essons,” identifying ten that applied across service industries and were essential to service improvement. They are as follows: of listening － understand what customers really want through continuous learning about the expectations and perceptions of customers and noncustomers ( ...by means of a service quality information system). of reliability－ reliability is the single most important dimension of service quality and must be a service priority. of basic service－ service panies must deliver the basics and do what they are supposed to do172。 from the effective use of information and technology。 our regret is that so many firms have ignored them. Read, for example, the “Fair Play” section and ask yourself, Would the major airlines be in such financial distress today had they paid more attention to fundamental fairness? Many point to the September 11, 2021 terrorist attack as the beginning of the airline industry’s troubles. In fact, the airlines began alienating frequent business travelers long before that, with anticonsumer policies that took advantage of business travelers’ inability to plan their travel weeks in advance. An industry that charges one customer $300 and another $1,300 for seats in the same class on the same flight—with the only difference the timing of the reservation—cannot and will not earn the confidence and loyalty of customers. As we write in the paper, “Customers expect service panies to play fair, and they bee resentful and mistrustful when they perceive unfairness.” If we were rewriting our paper today, we would emphasize the significance of quality service to all panies. We would argue that all panies are service panies in that all panies create customer value through services. Some firms create value strictly through services and others through goods and services, but all stake their future on the quality of their service. We would stress even more than we did the importance of service reliability to earn the customers’ confidence and the importance of pleasant surprise to exceed customers’ expectations and establish strong relationships. We would stress the role of service quality in creating a differentiated brand。貝利， A齊塞爾 . 2021 [03104] 從 1983 年到 1993 年之間，貝利，帕拉休拉曼和齊塞爾等學(xué)者在美國營銷科學(xué)協(xié)會的資助下對服務(wù)質(zhì)量的五種差異進(jìn)行了全面的研究，并且據(jù)此在 MSI 專欄、專業(yè)雜志和許多著作上發(fā)表文章。現(xiàn)在，它再次出版，下面讓我們從序言中簡單重訪一下他們十年前的思考吧。優(yōu)質(zhì)的服務(wù)是競爭的關(guān)鍵，它對于大部分顧客和防止競爭對手的仿效有著重要的作用。然而，盡管如此，價格競爭仍然是個公司向顧客提供價值的有效主導(dǎo)。 對價格競爭的特別關(guān)注，意味著公司僅僅在顧客負(fù)擔(dān)的價值部分進(jìn)行競爭，而忽略了價值鏈中的利