外文翻譯---中小企業(yè)成功的品牌管理一種新的理論和實(shí)踐的提示

1、<p><b>　　原文：</b></p><p>　　Successful brand management in SMEs: a new theory and practical hints</p><p><b>　　Abstract</b></p><p>　　Purpose – Brand manage

2、ment in small to medium-sized enterprises (SMEs) is an area of study in its infancy. Although considerable literature has been published about brand management in general, all theory and case studies are based only on mu

3、ltinationals. This article proposes providing the results and conclusions of exploratory research into this subject, and into SMEs in particular. Design/methodology/approach – To understand the precise role of the entrep

4、reneur and to provide answers to five </p><p>　　Findings – The paper shows the reader what the role of brand management in SMEs is and all the variables that influence it. It also presents a new model for br

5、and development in SMEs, one that highlights the importance of the internal role of brand management in such an organization. An important finding is that passion for the brand throughout the company is a very important

6、factor, initiated by an active role of the entrepreneur him/ herself to achieving brand recognition. It does not cost any</p><p>　　Practical implications – The change that directors of a relatively small com

7、pany should make is to place brand management in a top position in their daily mind set. Achieving brand recognition starts inside the organization itself. Originality/value – For the first time in history extensive rese

8、arch in brand management in SMEs has been combined with the creation of various new theories, resulting in many practical recommendations. These are recommendations that can be used by the reader in his o</p><

9、p>　　instruction</p><p>　　Brand management is a relatively young field of study, and one in which real interest was shown only during the final decade of the previous century. This was also the time when t

10、he most important theories were formulated and the most valuable literature produced. What is striking, though, is that attention was focused only on big companies and multinationals. So it was only on big companies and

11、multinationals that the theories were based and about which the articles were written. Open practical</p><p>　　to having to plan and execute marketing campaigns all by yourself. Nevertheless, everyone knows

12、the stories about a relatively small business that knew how to build a well-known brand. The question is, how long does such a business remain a “small business”? Microsoft, Philips and Nike all started small and, thanks

13、 to enthusiastic entrepreneurs, grew into worldwide brands. The founder of Nike, Phil Knight, started working in his spare time in his garage and had to stretch every cent he owned as </p><p>　　Definition of

14、 the SME</p><p>　　Before proceeding any further, however, a definition of theSME is required. The Bolton Report (Bolton, 1971) was the first to formulate a clear and generally accepted definition of small bu

15、sinesses. Wynarcyk et al. (1993) and Storey (1994) offered a critique of this, although there is little need to spend much time on it. It is more practical to make use of the most recent definition from an independent an

16、d widely recognized source: the European Union.</p><p>　　Now that we have determined to which businesses “SME” refers, the next step is to look at how these companies view heir marketing function. A study by

17、 Cohen and Stretch (1989) revealed that the most commonly cited problems from the owners of small companies were marketing problems. This agreed with the findings of Kraft and Goodell (1989), who concluded that of the pr

18、oblems most commonly cited by small businesses, 75 percent were marketing-related. Finally, Huang and Brown (1999) provided furthe</p><p>　　Marketing is seen, thus, as a troublesome and problematic undertaki

19、ng for SMEs. But such problems do not appear without reason. They can, in fact, be traced back to a number of well-documented – in the business literature – SME characteristics. Carson et al. (1995) cited the strong focu

20、s on product and price. Hill’s (2001) study of key factors for effective marketing, confirms that the SMEs’ vigorous sales orientation largely determines the character of their marketing. As a result, promotion is</p&

21、gt;<p>　　The marketing advantages of SMEs</p><p>　　Despite all this, it is possible to recognize several advantages and positive aspects typical of SME businesses in the execution of their marketing.

22、Studies by Carson et al. (1995),Gillinsky et al. (2001), Hill (2001) and Reijnders and Verstappen (2003) all point out that flexibility, speed of reaction and the eye for (market) opportunities constitute, where marketin

23、g is concerned, the SMEs’ strong points.</p><p>　　Brand management</p><p>　　There are many definitions of brand management. Those of Keller (1998) and Kapferer (1995) share several similarities

24、and describe it in easy to understand wording: A company/establishment that has embedded brand management within its organization recognizes that the implementation of a brand strategy and the management of a brand are n

25、ot once-only exercises, but a daily recurring aspect of its marketing policy.</p><p>　　The two pillars on which a marketing strategy is based are:</p><p>　　1 differentiation: the distinctiveness

26、 of a product from that of its competition; </p><p>　　2 added value: a branded article has more value for the customer than an un-branded one.</p><p>　　According to Shocker and Weitz (1998) the

27、yield from a long term brand strategy will be far greater than the costs incurred to realize it, with particular impact on three areas; financial, strategic and managerial. Kohl and Stephens (1997) and Randall (1997) als

28、o confirm that companies that offer strong brands enjoy significant advantages to those that do not. All the more reason, therefore, to find out whether SMEs are aware of this and, if they are, how they handle it.</p&

29、gt;<p>　　Aaker’s (1996) five guidelines for the creation of a strong brand are generally accepted within the field of business writing, although none of them apply specifically to SMEs. Keller (1998) is the only a

30、uthor to have paid particular attention to this question. He devotes, it must be said, only three of the 700 pages of his book to this subject but it is at least a beginning. He offers the following guidelines for the bu

31、ilding of a strong brand by SMEs:</p><p>　　1.Concentrate on building one (or two) strong brands.</p><p>　　2.Focus a creatively-developed marketing program on one or two important brand associati

32、ons, to serve as the source of “brand equity”.</p><p>　　3.Use a well-integrated mix of brand elements that support both brand awareness and brand image.</p><p>　　4.Design a “push” campaign that

33、aims to build the brand, and a creative “pull” campaign that will attract attention.</p><p>　　5.Broaden the brand with as many secondary associations as possible.</p><p>　　Methodology</p>

34、<p>　　To understand the precise role of the entrepreneur and to provide answers to the five questions/undertakings listed earlier, a qualitative study based on in-depth interviews with ten mainly middle-sized compa

35、nies was undertaken. Striking results were obtained.</p><p>　　Typical of SMEs is the often all-controlling and all-deciding role of the owner (director) of the company. And when the role of brand management

36、in SMEs is examined, then it is highly probable that the same owner will take the lead in setting guidelines and making decisions for that as well. Therefore, to guarantee the highest degree of reliability from such a st

37、udy, it is from this person that the required information needs to be obtained, according to Gilmore and Coviello (1999). And in that, </p><p>　　It is unlikely that, had conventional quantitative investigati

38、on methods been used, the investigation would have attained the desired level of insight into the world of SMEs.</p><p>　　What are SMEs doing to create a heightened brand awareness?</p><p>　　1.I

39、t would be reasonable to suppose that, in general, everycompany aspires to a high recognition of its brand. However, only a few companies stated – without being asked – that high brand recognition was one of the most imp

40、ortant goals they wanted to reach with their marketing budget. Yet when the interviewees were asked – directly –</p><p>　　whether brand recognition was one of marketing’s key goals, the majority answered yes

41、. Thus it can be concluded that, in general, people unconsciously want create a well-known brand.</p><p>　　Although SMEs place their brand name on as many communications media as possible, from business card

42、s and building facades to packaging and trucks, it is striking that not every company places its brand name on the actual product! Some companies are selling products to consumers who will not be able to see who manufact

43、ured or supplied them. Remarkable! Especially because the products were already expensive enough.</p><p>　　The internet has completely penetrated the SMEs. Every company studied makes use of it.</p>&

44、lt;p>　　The most commonly used media for advertising are word of- mouth, newspaper advertisements, brochures and PR exercises. Noticeably, less than half the companies studied use the television (either for adverts or

45、sponsoring televised events) to communicate their brand name. This is not something you would immediately expect from middle-sized companies. These are also the same companies that have the results of such activities pro

46、fessionally analyzed.</p><p>　　5.The companies readily admitted that they would like their products to project an attractive, chic image. Whether the consumer sees them that way is another question. In addit

47、ion, the companies would like their brand to be considered a likeable one. Finally, perceived quality plays a key role. Almost half the companies studied hope for such an association. This was also notable when the compa

48、nies discussed ways of distinguishing their products from those of their competitors. The owners are pro</p><p>　　their products and make a point of letting that be known, but they would also like the consum

49、er to recognize it.</p><p>　　6.When all is said and done, it would be difficult to distil, from this study, one common denominator of the skills available within a company that could be deemed</p><

50、;p>　　necessary for the creation of increased brand awareness. The most commonly proposed term was creativity. A wide range of other factors was mentioned, but only once.</p><p>　　Conclusion</p><

51、;p>　　The creation of high(er) brand awareness is not often a conscious goal when determining a company’s marketing budget. Only when questioned more closely is it clear that this is a target companies want to attain.

52、But because, for SMEs, generating turnover is just as important a goal, in the short term a company’s attention is clearly directed towards sales, and to stimulating them as much as possible, simply in order</p>&

53、lt;p>　　to survive.</p><p>　　Companies place, naturally, the brand name on as many surfaces as possible, for example, the packaging, the building facades and the company stationery. But the logical next st

54、ep of placing the brand name on the product itself does not always occur to them. It would appear that such a step is, even for the entrepreneur, less than self-evident.</p><p>　　Within the broad range of co

55、mmunications media, it is striking that most emphasis is placed on television exposure: commercials and sponsorship of televised events. This calls for inventiveness and creativity, with which, for a relatively limited b

56、udget, it is possible to gain national recognition.</p><p>　　Entrepreneurs are proud of their products. This reveals itself not just in their wish for the brand to be seen as a signifier of “quality” but als

57、o as possessing an “attractive, chic and distinguished design”.</p><p>　　It is difficult to name one single success factor that a company should possess if it wants to create a high(er) brand awareness. What

58、 is clear, however, is that creativity is a not unimportant factor. What emerges from the study is that such creativity must first and foremost come from the owner; it should not be expected to emerge from within the com

59、pany. However, such an attitude has often been created by the entrepreneur him/herself.</p><p>　　Source:Frank B.G.J.M. Krake.Successful brand management in SMEs: a new theory and practical hints,[J]. Unimeta

60、 Nederland UV,2005(4),p228-233</p><p><b>　　譯文：</b></p><p>　　中小企業(yè)成功的品牌管理：一種新的理論和實(shí)踐的提示</p><p><b>　　摘要</b></p><p>　　目的—對(duì)中小企業(yè)品牌管理初始階段的研究。雖然目前出版的可以查閱

61、的關(guān)于品牌管理的理論和案例都是以跨國公司為基礎(chǔ)的。這篇文章對(duì)這個(gè)課題進(jìn)行了探索性研究和分析，特別是針對(duì)中小型企業(yè)。通過設(shè)計(jì)、探索和研究來精確的掌握這個(gè)企業(yè)并對(duì)此提出了五個(gè)針對(duì)性的問題，主要對(duì)中等規(guī)模的企業(yè)進(jìn)行了以深入采訪為基礎(chǔ)的定性研究。這次研究獲得了顯著的成果。</p><p>　　調(diào)查結(jié)果—這篇文章向讀者展示了品牌管理在中小企業(yè)中所扮演的角色和它對(duì)企業(yè)所形成的多方面影響。并且展示了一個(gè)新型的中小企業(yè)品牌管理模

62、型，突出了內(nèi)部角色在品牌管理中的作用，例如企業(yè)的各個(gè)組織。其中顯著的成果是發(fā)現(xiàn)了貫穿企業(yè)的品牌理念是一個(gè)重要的因素，企業(yè)品牌認(rèn)知的獲得初始于一個(gè)有活力的企業(yè)形象。它不需要花費(fèi)任何資本而影響企業(yè)的形象。</p><p>　　實(shí)際意義—這一變化時(shí)一個(gè)相對(duì)小的公司董事提出的，是放置在他們的日常思維定勢(shì)中的領(lǐng)先地位的品牌管理，實(shí)現(xiàn)品牌知名度開始于企業(yè)內(nèi)部的定性管理，它是以對(duì)中小企業(yè)深入探訪研究為基礎(chǔ)的。創(chuàng)意/價(jià)值-中小企

63、業(yè)品牌管理的深入研究包含了各種新型理論的創(chuàng)造，這在歷史上是第一次的，提供了很多實(shí)際有用的建議。這些可以被讀者在他自己的組織里所用到。 說明</p><p>　　品牌管理是一個(gè)相對(duì)年輕的研究領(lǐng)域，在上個(gè)世紀(jì)的最后十年才表現(xiàn)出對(duì)它真正的興趣。很多重要的理論也是在這個(gè)時(shí)候形成的，最重要的文獻(xiàn)也在這個(gè)時(shí)候產(chǎn)生。引人注目的是，當(dāng)時(shí)這一研究主要集中在大型企業(yè)和跨國企業(yè)。因此這些理論僅僅是

64、基于以上企業(yè)所產(chǎn)生的，隨意的打開所有的管理類書籍，你會(huì)發(fā)現(xiàn)幾乎所有的例子都會(huì)引用到可口可樂，耐克，飛利浦，聯(lián)合利華，殼牌或?qū)殱嵐尽?這個(gè)研究忽略了幾乎百分之95的企業(yè)是中小型企業(yè)，也忽略了在美國小公司有時(shí)候是可以領(lǐng)到大企業(yè)的，這在商業(yè)文獻(xiàn)中幾乎沒有被提到過。實(shí)際上，在書本和期刊上所提到的品牌管理上，中小型企業(yè)幾乎沒有被作為一個(gè)單獨(dú)的整體給劃分出來過。即使花100萬或者100萬在你的品牌管理上，即使你有25個(gè)營銷部門，可是效果往往與你的

65、預(yù)料是相反的。</p><p>　　親自計(jì)劃和執(zhí)行市場(chǎng)活動(dòng)—然而，幾乎每個(gè)人都聽說過如何把一個(gè)小企業(yè)打造成一個(gè)知名品牌的故事?？蓡栴}是這樣一個(gè)過程需要多少時(shí)間呢？微軟，飛利浦，耐克都是從小公司起家，歸功于這些企業(yè)家的熱情以及活力，這些企業(yè)最終都成為了全球知名的大品牌。耐克的創(chuàng)始人菲爾奈特，開始的時(shí)候用他的課余時(shí)間在一個(gè)車庫里面工作，不得的不節(jié)約的用他賺到的每一分錢。那么,作為中小企業(yè)的管理者,你會(huì)做品牌管理嗎？在

66、這樣的商業(yè)模式里品牌管理扮演者怎樣的角色呢？中小企業(yè)在進(jìn)行品牌管理時(shí)會(huì)遇到什么樣的問題呢？你知道怎么樣提高品牌標(biāo)識(shí)嗎？品牌管理和市場(chǎng)營銷之間是什么樣的關(guān)系呢？目前的品牌文獻(xiàn)都沒有解決這些問題，現(xiàn)在，是時(shí)候讓我們來解開謎團(tuán)了。 </p><p><b>　　中小企業(yè)的定義</b></p><p

67、>　　在更深入的探討之前，對(duì)于中小企業(yè)的定義我們是必須要知道的。博爾頓報(bào)告是最早對(duì)于這種小型的商業(yè)組織下清晰和普遍的定義的。沃納克等人和斯坦利則對(duì)此定義提出了異議，雖然這一點(diǎn)花了很多時(shí)間。歐盟作為一個(gè)獨(dú)立和廣泛的組織給了它一個(gè)更加實(shí)際和被廣泛應(yīng)用的定義。</p><p>　　現(xiàn)在我們來決定中小企業(yè)到底指的是什么，下一步就是看這些企業(yè)如何看待市場(chǎng)營銷的功能。科恩和斯坦森通過研究發(fā)現(xiàn)銷售問題是中小企業(yè)的管理者遇

68、到的最普遍的問題。這和克拉夫特以及古德爾對(duì)這種小型商業(yè)組織研究所發(fā)現(xiàn)的基本吻合，他們業(yè)發(fā)現(xiàn)這些問題百分之75來自于銷售。最后，黃和布朗通過對(duì)西澳大利亞973家這種組織的研究提供了更清晰的證據(jù)。</p><p>　　因此，銷售被中小企業(yè)看做是最令人厭煩和最具不確定性的問題。但這樣的問題不會(huì)憑空出現(xiàn)。實(shí)際上，他們可以從很多證據(jù)從分的關(guān)于中小企業(yè)特點(diǎn)的商業(yè)文獻(xiàn)中找到?？ㄉ热嗽谒麄兊漠a(chǎn)品和標(biāo)價(jià)上引用了很醒目的標(biāo)題。希爾

69、對(duì)于高效營銷關(guān)鍵因素的研究發(fā)現(xiàn)明確的銷售方向決定了他們市場(chǎng)特性。結(jié)果，促銷被推上前臺(tái)，使得名牌建設(shè)變的更加困難。</p><p><b>　　中小企業(yè)的市場(chǎng)優(yōu)勢(shì)</b></p><p>　　盡管如此，在市場(chǎng)執(zhí)行力上，中小企業(yè)還是被認(rèn)為存在很多優(yōu)勢(shì)與積極的方面的?？ㄉ热嗽?995年的研究，吉林斯基和希爾在1991年的研究，瑞金德和波斯坦普在1993年的研究都指出中小企

70、業(yè)在靈活性，市場(chǎng)反應(yīng)和對(duì)市場(chǎng)機(jī)會(huì)的把握上都存在優(yōu)勢(shì)。</p><p><b>　　品牌管理</b></p><p>　　對(duì)于品牌管理的定義有很多種，凱樂和科普菲爾分享了幾種相似的概念，并用言簡易懂的方式表達(dá)出來。企業(yè)用他們的機(jī)構(gòu)對(duì)于施行品牌策略的認(rèn)知來建立嵌入式的品牌管理模式，品牌的管理不是一個(gè)一次性的聯(lián)系，而是需要每天不斷完善的市場(chǎng)策略。</p>&l

71、t;p>　　市場(chǎng)策略的兩個(gè)基本要點(diǎn) </p><p>　　區(qū)分：市場(chǎng)競(jìng)爭中對(duì)于產(chǎn)品的區(qū)分</p><p>　　附加值：對(duì)于顧客

72、來說，一個(gè)有商標(biāo)的品牌比一個(gè)沒商標(biāo)的品牌更有價(jià)值。根據(jù)沙克和威姿在1998年的研究發(fā)現(xiàn)，對(duì)于長期的品牌戰(zhàn)略，它所化的成本主要會(huì)影響以下三個(gè)方面：資金，戰(zhàn)略和管理?？茽柡退固岱以?977年的研究和蘭道爾在1997年的研究也確認(rèn)了企業(yè)在建設(shè)強(qiáng)力品牌所收獲的效益遠(yuǎn)大于其他企業(yè)。因此，中小企業(yè)在決策品牌時(shí)就會(huì)有更好的依據(jù)，如果他們決定建設(shè)品牌，那么該如何建設(shè)呢？</p><p>　　盡管中小企業(yè)不會(huì)采取特別的方式，但阿克

73、對(duì)建設(shè)強(qiáng)力品牌的五個(gè)指導(dǎo)方針還是在這一領(lǐng)域里被普遍接受?？评詹⒉皇俏ㄒ灰粋€(gè)對(duì)這個(gè)問題產(chǎn)生特別關(guān)注的作家。然而必須說的是，在他寫700頁的書里，只有三頁是關(guān)于這個(gè)問題的，但這至少是個(gè)很好的開始。他提供了一下幾種中小企業(yè)對(duì)于建設(shè)強(qiáng)力品牌的建議。</p><p>　　集中一個(gè)或兩個(gè)強(qiáng)有力的品牌。</p><p>　　把焦點(diǎn)放在一個(gè)或兩個(gè)重要品牌的建設(shè)上面，提升品牌價(jià)值。</p>&

74、lt;p>　　用合適的品牌組合支持品牌意識(shí)和品牌形象的發(fā)展。</p><p>　　設(shè)計(jì)一個(gè)推進(jìn)活動(dòng)來推進(jìn)品牌的建設(shè)，營造拉近活動(dòng)來提升品牌的關(guān)注度。</p><p>　　拓展品牌到盡可能多的二級(jí)組織。</p><p><b>　　方法</b></p><p>　　清楚企業(yè)家要扮演的詳細(xì)角色，盡早的解決這五個(gè)問題，進(jìn)

75、行深入五個(gè)中等規(guī)模企業(yè)為基礎(chǔ)的定性研究，奪得了顯著的成果。</p><p>　　中小企業(yè)的典型特點(diǎn)是企業(yè)家具有完全的控制和決策權(quán)。當(dāng)品牌管理的角色在企業(yè)中被測(cè)試后，很可能接下去的工作也是由同一個(gè)部門來 完成銷售決策。因此，為了保證這個(gè)研究的可靠性，研究的人員必須具有相關(guān)的技能，根據(jù)吉拉梅爾和卡維羅的測(cè)試，這個(gè)研究最后獲得了成功。</p><p>　　這不像以前被使用的傳統(tǒng)的定量研究方法，這

76、個(gè)調(diào)查包括了世界上各種處于不同水準(zhǔn)的中小企業(yè)。</p><p>　　中小企業(yè)如何提高品牌意識(shí)</p><p>　　合理的說，基本上每一個(gè)企業(yè)都渴望有一個(gè)很好的品牌認(rèn)知度。然而，只有很少的企業(yè)表示在他們的銷售預(yù)算中品牌認(rèn)知被作為一個(gè)重要的目標(biāo)。盡管當(dāng)企業(yè)被問到他們的品牌認(rèn)知是否作為重要目標(biāo)時(shí)，大說數(shù)都給予肯定的回答。這樣就可以歸納為，實(shí)際上每個(gè)企業(yè)都存在建設(shè)知名品牌的意識(shí)。</p>

77、;<p>　　盡管很多中小企業(yè)盡可能的把他們的品牌名稱標(biāo)示在各種媒介上，從商業(yè)名片和建筑墻面到包裝袋和卡車，然而令人意外的是很少有企業(yè)把他們的品牌名稱寫在他們的產(chǎn)品上！有些企業(yè)把產(chǎn)品推銷給那些沒有能力購買他們產(chǎn)品的顧客上，并且生產(chǎn)和供應(yīng)給他們。了不起！尤其是因?yàn)檫@個(gè)產(chǎn)品已經(jīng)足夠的貴了。</p><p>　　網(wǎng)絡(luò)已經(jīng)滲透到中小企業(yè)當(dāng)中，每個(gè)企業(yè)都須學(xué)會(huì)如何使用它。</p><p&g

78、t;　　最普遍的廣告媒介是口頭廣告，報(bào)紙，宣傳手冊(cè)和公關(guān)練習(xí)。值得注意的是，只有一般一下的企業(yè)選擇電視（做廣告或者贊助電視節(jié)目）來進(jìn)行產(chǎn)品的宣傳。這對(duì)中型企業(yè)來說是不可能快速實(shí)現(xiàn)的。也有一些企業(yè)對(duì)這種現(xiàn)象進(jìn)行了專業(yè)的分析。</p><p>　　企業(yè)很樂意承認(rèn)他們希望自己的品牌保持誘人，時(shí)髦的印象。消費(fèi)者是否認(rèn)同他們的做法也是問題之一。此外，企業(yè)希望把他們的品牌設(shè)計(jì)成和其他名牌相似的形象。最終，質(zhì)量上的差距扮演了重

79、要的角色。幾乎一半以上的企業(yè)希望有這樣的一個(gè)形式。這也是企業(yè)產(chǎn)品區(qū)別于競(jìng)爭對(duì)手的一個(gè)方式。企業(yè)家為他們的產(chǎn)品感到自豪認(rèn)為他們的品牌有必要讓別人知道，同時(shí)他們也希望消費(fèi)者能接受這個(gè)品牌。</p><p>　　當(dāng)所有以上的一切完成以后，提煉品牌是一個(gè)艱難的過程，通過研究，一個(gè)為人熟知的品牌命名技巧會(huì)成為企業(yè)提升品牌意識(shí)的重要能力。最好的命名必須具備創(chuàng)造性。很多其他因素也有被提及，但僅僅被提到了一次而已。</p&

80、gt;<p><b>　　結(jié)論</b></p><p>　　當(dāng)決定銷售預(yù)算的時(shí)候，提升品牌意識(shí)并不都是一個(gè)有意識(shí)的目標(biāo)。只有被詳細(xì)清楚的問到企業(yè)所想要達(dá)到的目標(biāo)的時(shí)候才會(huì)被提及。但是，因?yàn)閷?duì)中小企業(yè)來說，銷售額才是最重要的目標(biāo)，在短期內(nèi)，企業(yè)一般都會(huì)把目標(biāo)定在銷售上，努力的去完成它，只是簡單的想要生存下去。</p><p>　　自然的，企業(yè)會(huì)把品牌放在比

81、較容易識(shí)別的地方，比如包裝袋上，建筑墻面和企業(yè)內(nèi)部文具上。但是邏輯上來說，把品牌名字放在產(chǎn)品上往往被忽視。這樣看來，對(duì)于企業(yè)家來說，下一個(gè)步驟是不言而喻的。</p><p>　　通過拓展通訊媒介的等級(jí)，放在電視上的廣告曝光率是最高的：商業(yè)廣告和電視節(jié)目的贊助。這需要?jiǎng)?chuàng)造性和創(chuàng)造力，當(dāng)相關(guān)預(yù)算被限制的時(shí)候，也能夠獲得國際性的關(guān)注。</p><p>　　企業(yè)家為他們的產(chǎn)品感到自豪。這說明他們不

82、僅僅希望把他們的品牌看成是一個(gè)重要的標(biāo)識(shí)，而且希望把他們的品牌設(shè)計(jì)成成吸引人的，時(shí)髦的，與眾不同的形象。</p><p>　　很難將企業(yè)提升品牌意識(shí)的成功建設(shè)僅僅歸功于一個(gè)因素。然而，可以清楚的看到，創(chuàng)造性事至關(guān)重要的一個(gè)因素。從這個(gè)研究可以很清楚的看出創(chuàng)造性必須首先來自于企業(yè)的擁有者，并不能僅僅期望于來自企業(yè)。然而，這樣的態(tài)度經(jīng)常被企業(yè)家自身創(chuàng)造出來。</p><p>　　出處：弗蘭克，