Driven by customer demand

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Driven by customer demand

机译：受客户需求驱动

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Compressed air motors can be used underground for drilling appliances and winches, in stationary and mobile land installations, and at sea. Compressed air circuits are available on-board most civil and military ships, therefore, compressed-air motors tend to drive systems such as lifeboat winches or lifting systems for ammunition. Clearly these motors must be available at any time (in particular for emergency drives) and must be resilient and dependable in extreme weather conditions or explosive areas. Duesterloh has manufactured compressed air motors for more than 80 years and its robust driving systems are particularly suitable for rough conditions. Established in 1906, the company originally became known as a manufacturer of machinery that contributed to the mechanisation of the continental European mining industry. This success was largely achieved through the fluid-technology drives, which were developed in-house and are now the company's core business.

机译：压缩空气发动机可用于地下钻井设备和绞车，固定和移动陆地设施以及海上。大多数民用和军用船上都有压缩空气回路，因此，压缩空气发动机往往会驱动救生艇绞盘或弹药举升系统等系统。显然，这些电动机必须随时可用（尤其是用于紧急驱动器），并且必须在极端天气条件或爆炸性区域中具有弹性和可靠性。 Duesterloh制造压缩空气马达已有80多年的历史，其强大的驱动系统特别适合于恶劣条件。该公司成立于1906年，最初是一家为欧洲大陆采矿业的机械化做出贡献的机械制造商。这种成功很大程度上是通过流体技术驱动器实现的，这些驱动器是内部开发的，现在已成为公司的核心业务。

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《Defence Systems International》 |2004年第2004期|p.89|共1页
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2. Multiproduct Newsvendor Problem with Customer-Driven Demand Substitution: A Stochastic Integer Program Perspective [J] . Jie Zhang, Weijun Xie, Subhash C. Sarin INFORMS journal on computing . 2021,第3期

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3. Data-Driven Robust Optimization for Solving the Heterogeneous Vehicle Routing Problem with Customer Demand Uncertainty [J] . Jingling Zhang, Mengfan Yu, Qinbing Feng, Complexity . 2021,第a期

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4. Decision Support System to balance inventory in customer-driven demand [C] . C. Castiglione, A. Alfieri, E. Pastore IFAC Symposium on Information Control Problems in Manufacturing . 2018

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5. The efficacy of Web -based integration towards externally -driven flexibilities and customer value in the demand chain. [D] . Govindarajulu, Nalini. 2005

机译：基于Web的集成对需求链中外部驱动的灵活性和客户价值的有效性。
6. The Impact of COVID-19 on Rural Food Supply and Demand in Australia: Utilising Group Model Building to Identify Retailer and Customer Perspectives [O] . Jillian Whelan, Andrew Dwight Brown, Lee Coller, 2021

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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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