[雙語翻譯]品牌管理外文翻譯-新興市場的品牌危機管理

1、6000 英文單詞， 英文單詞，3.2 萬英文字符，中文 萬英文字符，中文 9300 字文獻出處： 文獻出處：Custance P , Walley K , Jiang D . Crisis brand management in emerging markets : Insight from the Chinese infant milk powder scandal[J]. Marketing Intelligence &

2、Planning, 2012, 30(1):18-32.Crisis brand management in emerging marketsInsight from the Chinese infant milk powder scandalPaul Custance, Keith Walley and Dongni JiangAbstractPurpose – This paper seeks to address a gap in

3、 the literature relating to crisis brand management in emerging markets.Design/methodology/approach – The study is based on secondary research and 15 qualitative depth interviews with mothers living in Beijing.Findings –

4、 The study found that the Chinese infant milk powder incident significantly reduced confidence in domestic brands, altered perceptions of domestic brands, and had a profound effect on buying behaviour.Research limitation

5、s/implications – The study is based primarily on a consumer perspective and the findings cannot be generalised to a wider population with known levels of statistical significance because of the qualitative methodology an

6、d small sample size.Practical implications – The paper concludes that while crisis brand management requires managers to undertake similar actions whether they work in an emerging or a developed market, the cultural envi

7、ronment may cause them to actually take different actions.Originality/value – This paper makes an original contribution to knowledge regarding crisis brand management in an emerging market via insight provided by the 200

8、8 Chinese infant milk powder incident.Keywords: Crisis brand management, Consumer confidence, Consumer behaviour, Emerging markets, China, Infant milk powder1. IntroductionAccording to Rugman and Collinson (2009) emergin

9、g markets are characterised by industrialisation and rapid economic growth. Currently, there are more than forty emerging markets around the globe including countries such as India, Brazil, and China. In an era of econom

10、ic recession these emerging markets have recovered much more quickly than many Western economies and constitute an increasingly important market for many commercial organisations (UNCTAD, 2010).Dawar and Pillutla (2000)

11、and Eagle et al. (2005) suggest that knowledge and understanding of crisis brand management is limited. Indeed, a search of the ABI Inform database using the terms “brand crisis”, “brand scandal” and “brand failure” prod

12、uced only 18, 3 and 24 hits respectively while similar searches using the same terms but prefacing them with “emerging markets” did not produce any hits at all[1]. It would appear therefore, that little is known about ma

13、naging brands during times of crises in emerging markets.The aim of this paper is to go some way to addressing this issue by providing insight into an issue relating to powdered infant milk that took place in China in 20

14、08. The paper will review the powdered infant milk market in China, outline the contamination incident itself, present the main difficult. However, it is essential that organisations are alert to the possibility of a sit

15、uation developing into a crisis and that they recognise this as early as possible (Point 3).The second stage in managing a brand crisis requires a company to review the situation and instigate corrective action (Point 4)

16、. In terms of instigating corrective action, companies may adopt one of two general strategies depending whether they believe that they are at fault or not ( Johar et al., 2010). If the company believes that it is at fau

17、lt then it should “come clean quickly”. However, if the company does not believe that it is at fault, or that it is not substantively at fault, then it may seek to defend itself. In the latter instance companies may empl

18、oy one or more dissociative defence strategies (Hearit, 1995):· Opinion/knowledge dissociation: challenges the validity of the charges by redefining them as groundless. Offers not just a denial but a counter-interpr

19、etation of the facts.· Individual/group dissociation: a scape-goating strategy in which fault is admitted but an attempt is made to transfer guilt.· Act/essence dissociation: where the corporation claims that,

20、while it may have committed the act, it was an isolated event which does not represent the company’s true nature.Figure 1.A process model of brand crisis managementIrrespective of whether the company is at fault or not i

21、t may well have to instigate a “product recall” (Point 5). Product recalls that are instigated by the company rather than the authorities can have a significant positive impact on a company’s reputation (Souiden and Pons

22、, 2009) but Eagle et al. (2005) believe that few companies or regulatory bodies are really sufficiently prepared to effectively execute a product recall that extends across national boundaries. This point was ably demons

23、trated by the German salmonella scare of 2011.Another fairly common strategy for addressing a brand crisis is the introduction of a compensation package (Standop and Grunwald, 2009). Intuitively it might be assumed that

24、a compensation package that is perceived by the customer to provide more value than that lost in the crisis is the best strategy. However, over-compensation often leaves the customer suspicious about the company’s motive

25、s and Standop and Grunwald (2009) suggest that compensation that is proportional, as well as relevant, to a specific crisis is the best strategy for restoring brand equity (Point 6).In the context of a brand crisis consu

26、mers may well expect an apology from the company (Point 7) but there are two forms of apology. An apology is a formal expression of regret (Pearsall, 2002). However, in some circumstances the company may decide that rath

27、er than issuing an apology it may wish to present an “apologia” which might include a limited apology but also presents “.. . a compelling, counter description of organisational actions” (Hearit, 1994). A company may wis