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1. The recent appointment of Paul Polman as Unilever's next Chief Executive is likely to bring about change. He is the first outsider to fill the role at the company, having already worked for competitor Procter & Gamble. Following years of the company underperforming its peers, the appointment has been welcomed by investors who hope that Mr Polman will be able to turn the company around.rn2. In May 2007, Unilever spent almost £60,000 recalling the Impulse bodyspray 75ml cans following a manufacturing fault that meant that some cans were unable to stop spraying, leading to a potential safety risk.rn3. Following a revelation by Matthew McConaughey to The Sunday Times that he doesn't wear deodorant, Lynx sent him a year's supply of Lynx Bullet deodorant.

机译：1.最近任命保罗·波尔曼（Paul Polman）为联合利华（Unilever）的下一任首席执行官可能会带来变化。他已经是竞争对手宝洁（Procter＆Gamble）的工作，是第一个担任公司职位的局外人。在公司表现落后于同业多年之后，该任命受到了投资者的欢迎，他们希望波尔曼先生能够扭转公司局面。 2007年5月，联合利华花费近60,000英镑，召回因制造缺陷而导致某些罐无法停止喷涂的Impulse身体喷雾75毫升罐，这有潜在的安全隐患。rn3。马修·麦康纳（Matthew McConaughey）在《星期日泰晤士报》上透露自己没有使用除臭剂后，山猫向他提供了一年的山猫子弹除臭剂。

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《Consumer Goods Europe》 |2009年第556期|2.23-2.28|共6页
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1. More support should be given to UK companies developing products made from recycled rubber,according to Rosehill Polymers.The company,based in Sowerby Bridge,uses 3,600 tonnes of recycled tyre rubber annually,most of which is converted into products [J] . Plastics amp, Rubber Weekly Group Plastics & Rubber Weekly . 2006,第1015期

机译：根据Rosehill Polymers的建议，应该向英国公司提供更多的支持，以开发由再生橡胶制成的产品。该公司位于Sowerby Bridge，每年使用3,600吨再生轮胎橡胶，其中大部分被转化为产品
2. Designing and Developing Analytics-Based Data Products An increasing number of companies are creating products that combine data with analytical capabilities. Creating an effective development process for these data products requires following well-established steps-and adding a few new ones, too [J] . Davenport Thomas H., Kudyba Stephan MIT Sloan Management Review . 2016,第1期

机译：设计和开发基于分析的数据产品越来越多的公司正在创建将数据与分析功能结合在一起的产品。为这些数据产品创建有效的开发过程需要遵循公认的步骤-并添加一些新步骤
3. Product Technology Imitation Over the Product Diffusion Cycle: Which Companies and Product Innovations do Competitors Imitate More Quickly? [J] . Giachetti Claudio, Lanzolla Gianvito Long Range Planning . 2016,第2期

机译：在产品扩散周期中模仿产品技术：竞争对手能更快模仿哪些公司和产品创新？
4. Logistics management of defective products and motives of such products acceptance in the light of returns policy and company profitability the case of Polish production companies [C] . Starostka-Patyk Marta International Conference on Advanced Logistics and Transport . 2015

机译：根据退货政策和公司获利能力，对不良产品进行物流管理，并接受此类产品的动机（例如波兰生产公司）
5. Analysis of the Impact of Strong Ties Between a Retail Company and its Customer – An Empirical Analysis and Case Study of Kid's Want, a Maternal and Child Products Retail Company [D] . Wang, Jianguo 2018

机译：零售公司与客户之间牢固联系的影响分析–母婴产品零售公司Kid's Want的实证分析和案例研究
6. Clinical trial transparency and data sharing among biopharmaceutical companies and the role of company size location and product type: a cross-sectional descriptive analysis [O] . Sydney A Axson, Michelle M Mello, Deborah Lincow, 2021

机译：生物制药公司中的临床试验透明度和数据共享以及公司规模位置和产品类型的作用：横截面描述分析
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

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