Galata Chemicals opens Technical Center in Mumbai to offer reliable products to customers in India

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Galata Chemicals opens Technical Center in Mumbai to offer reliable products to customers in India

机译：Galata Chemicals在孟买开设技术中心，为印度客户提供可靠的产品

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GALATA Chemicals announced the grand opening of its newest Technical Center in Navi Mumbai, India. "Galata Chemicals is committed to investing in technology and bringing innovative solutions to our customers in the region," said Steven McKeown, President and COO of Galata Chemicals.

机译：GALATA Chemicals宣布其在印度新孟买的最新技术中心盛大开幕。 Galata Chemicals总裁兼首席运营官Steven McKeown说：“ Galata Chemicals致力于投资技术并为我们在该地区的客户提供创新的解决方案。”

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《Popular Plastics & Packaging》 |2012年第12期|共1页
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1. Galata Chemicals opens Technical Center in Mumbai to offer reliable products to customers in India [J] . Popular Plastics amp, Packaging Group Popular Plastics & Packaging . 2012,第12期

机译：Galata Chemicals在孟买开设技术中心，为印度客户提供可靠的产品
2. Evonik India successfully conducted first ever technical seminar on TEGO products in Mumbai [J] . Paintindia group Paintindia . 2014,第10期

机译：赢创印度公司在孟买成功举办了有关TEGO产品的首次技术研讨会
3. Evonik India successfully conducts first ever technical seminar on TEGO products in Mumbai [J] . Chemical Weekly group Chemical Weekly . 2014,第10期

机译：赢创印度公司在孟买成功举办了有关TEGO产品的首次技术研讨会
4. Connecting with customers: A better strategy for customer satisfaction in Indian call centers [C] . Kelly Kendall IEEE International Professional Communication Conference . 2013

机译：与客户建立联系：印度呼叫中心的更好的客户满意度战略
5. Differences of opinion among major stakeholders of the North Montco Technical Career Center toward the center's current educational delivery systems, operational facilities, and program offerings. [D] . Lacey, Kevin Robert. 2006

机译：北蒙科技术职业中心的主要利益相关者对中心当前的教育交付系统，运营设施和计划产品的意见分歧。
6. Skin Color Cultural Capital and Beauty Products: An Investigation of the Use of Skin Fairness Products in Mumbai India [O] . Hemal Shroff, Phillippa C. Diedrichs, Nadia Craddock 2017

机译：肤色文化资本和美容产品：印度孟买皮肤公平产品使用情况调查
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。
8. Walk-Thru Survey Report of the Hammond Lead Products, Inc. Lead Pigments and Chemicals at Hammond, Indiana [R] . Cooper, T. C. 1982

机译：哈蒙德铅产品公司的Walk-Thru调查报告印第安纳州哈蒙德的铅颜料和化学品

Galata Chemicals opens Technical Center in Mumbai to offer reliable products to customers in India

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