市場(chǎng)營(yíng)銷專業(yè)畢業(yè)論文外文翻譯---品牌戰(zhàn)略

1、<p><b>　　外文翻譯：</b></p><p><b>　　品牌戰(zhàn)略 </b></p><p>　　原文來(lái)源： Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684

2、-83924-5. </p><p><b>　　譯文正文：</b></p><p>　　品牌管理是營(yíng)銷技術(shù)應(yīng)用到具體產(chǎn)品，產(chǎn)品線或品牌。它旨在提高產(chǎn)品的認(rèn)知價(jià)值給客戶，從而提升品牌特許經(jīng)營(yíng)和品牌資產(chǎn)。營(yíng)銷人員認(rèn)為這是一個(gè)隱含的承諾，一個(gè)品牌，人們的生活質(zhì)量水平來(lái)從一個(gè)品牌預(yù)期將繼續(xù)與購(gòu)買相同產(chǎn)品的未來(lái)。這可能會(huì)增加決策與競(jìng)爭(zhēng)產(chǎn)品相比更有利的銷售。它也可能使制造商收取

3、更多的產(chǎn)品。品牌的價(jià)值是取決于它的利潤(rùn)總額為制造商產(chǎn)生。這可能導(dǎo)致從增加的銷售和價(jià)格上漲的組合，或降低銷售成本（銷貨成本），或更有效的營(yíng)銷投資。這些增強(qiáng)功能全部可以提高一個(gè)品牌的盈利能力，因此，“品牌經(jīng)理”往往攜帶一個(gè)品牌的P和L（損益線管理責(zé)任制）的盈利能力，相比之下，市場(chǎng)營(yíng)銷人員經(jīng)理的角色，這是分配給上述預(yù)算，管理和執(zhí)行。在這方面，品牌管理通常是在組織視為一個(gè)單獨(dú)比市場(chǎng)更廣泛和更戰(zhàn)略性的作用。</p><p>

4、;　　由《Interbrand》和《Business Week》公布的每年最具價(jià)值的品牌名單中可以發(fā)現(xiàn)，公司的市場(chǎng)價(jià)值通常是由品牌決定。麥肯錫公司是一家全球性咨詢公司，在2000年的研究表明，相對(duì)股東比較弱的品牌，實(shí)力雄厚則品牌產(chǎn)生更高的回報(bào)。兩者合計(jì)，這意味著，品牌嚴(yán)重影響股東價(jià)值，最終品牌的首席執(zhí)行官需要對(duì)其負(fù)責(zé)任。</p><p>　　管理學(xué)科的品牌開(kāi)始了在寶潔公司的PLC作為一個(gè)由Neil閣下麥克爾羅伊著

5、名的備忘錄的結(jié)果。</p><p><b>　　品牌管理原則</b></p><p>　　一個(gè)好的品牌名稱應(yīng)：</p><p><b>　　·受商標(biāo)法保護(hù)。</b></p><p><b>　　·朗朗上口。</b></p><p>&

6、lt;b>　　·容易被記住。</b></p><p><b>　　·容易被識(shí)別。</b></p><p>　　·在該品牌可以使用的范圍內(nèi)很容易被翻譯成當(dāng)?shù)卣Z(yǔ)言</p><p><b>　　·吸引眼球。</b></p><p>　　·

7、引出產(chǎn)品的優(yōu)點(diǎn)（如：易關(guān)）</p><p>　　·提升公司或產(chǎn)品形象。</p><p>　　·競(jìng)爭(zhēng)環(huán)境下區(qū)分產(chǎn)品的定位。</p><p>　　·有一個(gè)突出的品牌集團(tuán)。</p><p><b>　　品牌的種類</b></p><p><b>　　·優(yōu)

8、質(zhì)品牌 </b></p><p><b>　　·經(jīng)濟(jì)品牌</b></p><p><b>　　·個(gè)人品牌</b></p><p><b>　　·系列品牌</b></p><p><b>　　·企業(yè)</b>

9、</p><p><b>　　品牌的功能</b></p><p>　　讓消費(fèi)者對(duì)產(chǎn)品來(lái)源的鑒定，責(zé)任分配到產(chǎn)品制造商，風(fēng)險(xiǎn)減速器，搜尋成本減速器，象征設(shè)備，質(zhì)量信號(hào)。識(shí)別手段，以簡(jiǎn)化處理或追蹤，法律上保護(hù)獨(dú)特的功能，信號(hào)的質(zhì)量水平，以滿足客戶的手段，賦予獨(dú)特的團(tuán)體，競(jìng)爭(zhēng)優(yōu)勢(shì)，經(jīng)濟(jì)回報(bào)源代碼產(chǎn)品的手段。</p><p><b>　　品牌

10、架構(gòu)</b></p><p>　　由一個(gè)公司擁有相互關(guān)聯(lián)的不同的品牌是品牌架構(gòu)。該公司支持許多各有自己的名稱和表現(xiàn)形式不同的產(chǎn)品品牌，而公司本身仍然不被消費(fèi)者注意到。寶潔公司被許多人視為是一個(gè)具有創(chuàng)造很多產(chǎn)品品牌，如汰漬，幫寶適，象牙和潘婷等有關(guān)的消費(fèi)品牌例子。</p><p>　　母體是依賴于品牌的產(chǎn)品品牌，如萬(wàn)怡酒店（產(chǎn)品品牌酒店）（母品牌名稱）。認(rèn)可品牌得益于其母體的地位

11、，從而憑借一些市場(chǎng)推廣母體的所有品牌廣告與品牌節(jié)省費(fèi)用。</p><p>　　第三種品牌架構(gòu)模型是最通常被稱為“企業(yè)品牌”。而母品牌是所有產(chǎn)品的使用和攜帶這個(gè)名字，所有廣告用同一個(gè)聲音說(shuō)話。這方面的一個(gè)品牌架構(gòu)很好的例子就是英國(guó)的維珍集團(tuán)。</p><p><b>　　品牌管理技術(shù)</b></p><p>　　公司有時(shí)要減少他們的品牌，市場(chǎng)的數(shù)

12、量。這個(gè)過(guò)程被稱為“品牌的合理化?！币恍┕就纫?guī)模經(jīng)濟(jì)創(chuàng)造更多的品牌和產(chǎn)品品牌的變化不會(huì)將表明。有時(shí)，他們將創(chuàng)建一個(gè)特定的服務(wù)或產(chǎn)品品牌的市場(chǎng)，他們?yōu)槊總€(gè)目標(biāo)。在產(chǎn)品品牌而言，這可能是獲得零售貨架空間（和減少量的貨架空間分配給競(jìng)爭(zhēng)品牌）。公司可以決定他們的合理化不時(shí)品牌組合，以爭(zhēng)取時(shí)間生產(chǎn)和營(yíng)銷的效率，或者合理化重組計(jì)劃的一部分，作為一個(gè)公司的品牌組合。</p><p>　　品牌經(jīng)理的一個(gè)經(jīng)常性的挑戰(zhàn)是建立一

13、個(gè)一致的品牌，同時(shí)保持其新鮮和相關(guān)信息。一個(gè)舊的品牌標(biāo)識(shí)，可能是未對(duì)齊，以重新界定目標(biāo)市場(chǎng)，一個(gè)公司的愿景聲明重申，重新使命聲明或公司的價(jià)值觀。品牌的身份也可能失去他們的目標(biāo)市場(chǎng)，通過(guò)人口結(jié)構(gòu)的變化共鳴。重新定位一個(gè)品牌（有時(shí)稱為更名），可能有些品牌資產(chǎn)的成本，并能迷惑目標(biāo)市場(chǎng)，但理想情況下，一個(gè)品牌可以被重新定位為杠桿，同時(shí)保留現(xiàn)有的品牌資產(chǎn)。</p><p>　　品牌定位是一種蓄意的方式與品牌，在內(nèi)部和外部。

14、最重要的原動(dòng)力這一強(qiáng)大的品牌更多的關(guān)注力是全球化的步伐加快。這導(dǎo)致了在一個(gè)日益嚴(yán)峻的市場(chǎng)競(jìng)爭(zhēng)在許多情況。一個(gè)產(chǎn)品的優(yōu)勢(shì)已不再足以保證其成功本身。科技發(fā)展和增加速度較快，而仿制品在市場(chǎng)上打開(kāi)了產(chǎn)品生命周期已大大縮短。其結(jié)果是，與產(chǎn)品相關(guān)的競(jìng)爭(zhēng)優(yōu)勢(shì)盡快成為具有競(jìng)爭(zhēng)力的先決條件的風(fēng)險(xiǎn)轉(zhuǎn)化?；谶@個(gè)原因，越來(lái)越多的公司正在尋找其他更持久的競(jìng)爭(zhēng)工具，如品牌。</p><p><b>　　挑戰(zhàn)</b>&

15、lt;/p><p>　　有與目標(biāo)設(shè)定為一類相關(guān)的一些挑戰(zhàn)。</p><p>　　品牌經(jīng)理有時(shí)會(huì)限制自己設(shè)定目標(biāo)，財(cái)務(wù)和市場(chǎng)表現(xiàn)。他們可能沒(méi)有問(wèn)題的戰(zhàn)略目標(biāo)，如果他們覺(jué)得這是高級(jí)管理人員的責(zé)任。</p><p>　　大多數(shù)產(chǎn)品級(jí)別或品牌經(jīng)理限制自己設(shè)定短期，因?yàn)樗麄兊难a(bǔ)償方案，旨在獎(jiǎng)勵(lì)短期行為目標(biāo)。短期目標(biāo)應(yīng)被看作是實(shí)現(xiàn)長(zhǎng)期目標(biāo)的里程碑。</p><p

16、>　　產(chǎn)品級(jí)別管理者往往沒(méi)有足夠的信息來(lái)構(gòu)建的戰(zhàn)略目標(biāo)。</p><p>　　這是有時(shí)很難轉(zhuǎn)化為品牌或產(chǎn)品類別的企業(yè)級(jí)水平的目標(biāo)。</p><p>　　在一個(gè)多元化的公司，一些品牌的目標(biāo)可能會(huì)發(fā)生沖突與其他品牌的。或者更糟的是，公司的目標(biāo)可能與你的品牌沖突的具體需要。在這方面尤其如此之間的平衡穩(wěn)定和風(fēng)險(xiǎn)性了。公司的目標(biāo)必須是廣泛的，與高風(fēng)險(xiǎn)產(chǎn)品的品牌不被抱現(xiàn)金奶牛既定目標(biāo)約束（見(jiàn)卡介

17、苗分析）。該品牌經(jīng)理還需要了解高層管理人員的收獲策略。</p><p>　　品牌經(jīng)理有時(shí)既定目標(biāo)，優(yōu)化了整體優(yōu)化，而不是公司業(yè)績(jī)本單位的表現(xiàn)。尤其是這樣的賠償是基于在單位表現(xiàn)為主。管理者往往忽視潛在的協(xié)同和跨部門的聯(lián)合進(jìn)程。</p><p>　　品牌背后的實(shí)現(xiàn)整合營(yíng)銷的整體組織路線是復(fù)雜的。</p><p>　　品牌是在社會(huì)有時(shí)批評(píng)媒體網(wǎng)站，這必須受到監(jiān)督和管理。

18、 </p><p><b>　　在線品牌管理</b></p><p>　　公司正在執(zhí)行一項(xiàng)勢(shì)在必行的品牌聲譽(yù)管理戰(zhàn)略，并越來(lái)越多地轉(zhuǎn)向網(wǎng)上的努力，以防止他們成為受損的公眾形象監(jiān)測(cè)。在線品牌聲譽(yù)的保護(hù)可能意味著對(duì)一個(gè)品牌的商標(biāo)被騙子盜用監(jiān)測(cè)意圖混淆消費(fèi)者獲取金錢。這也意味著可以減少惡意監(jiān)測(cè)，雖然也許同樣有害，違規(guī)行為，如一個(gè)品牌的標(biāo)志，甚至是負(fù)品牌信息（在網(wǎng)上社區(qū)和其他

19、社會(huì)媒體平臺(tái)出現(xiàn)的網(wǎng)絡(luò)消費(fèi)者）未經(jīng)授權(quán)的使用。</p><p>　　ISBN 0-684-83924-5 </p><p>　　Brand Leadership</p><p>　　Aaker, David A. Erich Joachimsthaler </p><p>　　Brand management is t

20、he application of marketing techniques to a specific product, product line, or brand. It seeks to increase the product's perceived value to the customer and thereby increase brand franchise and brand equity. Marketer

21、s see a brand as an implied promise that the level of quality people have come to expect from a brand will continue with future purchases of the same product. This may increase sales by making a comparison with competing

22、 products more favorable. It may also enabl</p><p>　　The annual list of the world’s most valuable brands, published by Interbrand and Business Week, indicates that the market value of companies often consist

23、s largely of brand equity. Research by McKinsey & Company, a global consulting firm, in 2000 suggested that strong, well-leveraged brands produce higher returns to shareholders than weaker, narrower brands. Taken tog

24、ether, this means that brands seriously impact shareholder value, which ultimately makes branding a CEO responsibility.</p><p>　　The discipline of brand management was started at Procter & Gamble PLC as

25、a result of a famous memo by Neil H. McElroy.</p><p>　　Principles of brand management</p><p>　　A good brand name should:</p><p>　　be protected (or at least protectable) under tradem

26、ark law.</p><p>　　be easy to pronounce.</p><p>　　be easy to remember.</p><p>　　be easy to recognize.</p><p>　　be easy to translate into all languages in the markets whe

27、re the brand will be used.</p><p>　　attract attention.</p><p>　　suggest product benefits (e.g.: Easy-Off) or suggest usage (note the tradeoff with strong trademark protection.)</p><p&

28、gt;　　suggest the company or product image.</p><p>　　distinguish the product's positioning relative to the competition.</p><p>　　be attractive.</p><p>　　stand out among a group o

29、f other brands.</p><p>　　Types of brands</p><p>　　>premium brand >economy brand >fighting brand >corporate branding >individual branding >family branding >" </p>

30、<p>　　Functions of brand</p><p>　　(For consumers) Identification of source of product, Assignment of responsibility to product maker, Risk reducer, Search cost reducer, Symbolic device, Signal of quali

31、ty.</p><p>　　(For Manufacture)</p><p>　　Means of identification to simplify handling or tracing, Means of legally protecting unique features, Signal of quality level to satisfied customers, Mean

32、s of endowing products with unique associations, Source of competitive advantage, Source of financial returns. ("Strategic Brand Management" 3rd edition,Kevin Lane Keller)</p><p>　　Brand architectu

33、re</p><p>　　The different brands owned by a company are related to each other via brand architecture. In "product brand architecture", the company supports many different product brands with each h

34、aving its own name and style of expression while the company itself remains invisible to consumers. Procter & Gamble, considered by many to have created product branding, is a choice example with its many unrelated c

35、onsumer brands such as Tide, Pampers, Abunda, Ivory and Pantene.</p><p>　　With "endorsed brand architecture", a mother brand is tied to product brands, such as The Courtyard Hotels (product brand n

36、ame) by Marriott (mother brand name). Endorsed brands benefit from the standing of their mother brand and thus save a company some marketing expense by virtue promoting all the linked brands whenever the mother brand is

37、advertised.</p><p>　　The third model of brand architecture is most commonly referred to as "corporate branding". The mother brand is used and all products carry this name and all advertising speaks

38、 with the same voice. A good example of this brand architecture is the UK-based conglomerate Virgin. Virgin brands all its businesses with its name.</p><p>　　Techniques</p><p>　　Companies someti

39、mes want to reduce the number of brands that they market. This process is known as "Brand rationalization." Some companies tend to create more brands and product variations within a brand than economies of scal

40、e would indicate. Sometimes, they will create a specific service or product brand for each market that they target. In the case of product branding, this may be to gain retail shelf space (and reduce the amount of shelf

41、space allocated to competing brands). A company may de</p><p>　　A recurring challenge for brand managers is to build a consistent brand while keeping its message fresh and relevant. An older brand identity m

42、ay be misaligned to a redefined target market, a restated corporate vision statement, revisited mission statement or values of a company. Brand identities may also lose resonance with their target market through demograp

43、hic evolution. Repositioning a brand (sometimes called rebranding), may cost some brand equity, and can confuse the target market, but id</p><p>　　Brand orientation is a deliberate approach to working with b

44、rands, both internally and externally. The most important driving force behind this increased interest in strong brands is the accelerating pace of globalization. This has resulted in an ever-tougher competitive situatio

45、n on many markets. A product’s superiority is in itself no longer sufficient to guarantee its success. The fast pace of technological development and the increased speed with which imitations turn up on the market have d

46、</p><p>　　Challenges</p><p>　　There are several challenges associated with setting objectives for a category.</p><p>　　Brand managers sometimes limit themselves to setting financial

47、 and market performance objectives. They may not question strategic objectives if they feel this is the responsibility of senior management.</p><p>　　Most product level or brand managers limit themselves to

48、setting short-term objectives because their compensation packages are designed to reward short-term behavior. Short-term objectives should be seen as milestones towards long-term objectives.</p><p>　　Often p

49、roduct level managers are not given enough information to construct strategic objectives.</p><p>　　It is sometimes difficult to translate corporate level objectives into brand- or product-level category.<

50、/p><p>　　In a diversified company, the objectives of some brands may conflict with those of other brands. Or worse, corporate objectives may conflict with the specific needs of your brand. This is particularly

51、true in regard to the trade-off between stability and riskiness. Corporate objectives must be broad enough that brands with high-risk products are not constrained by objectives set with cash cows in mind (see B.C.G. Anal

52、ysis). The brand manager also needs to know senior management's harvesting stra</p><p>　　Brand managers sometimes set objectives that optimize the performance of their unit rather than optimize overall c

53、orporate performance. This is particularly true where compensation is based primarily on unit performance. Managers tend to ignore potential synergies and inter-unit joint processes.</p><p>　　Overall organis

54、ation alignment behind the brand to achieve Integrated Marketing is complex.</p><p>　　Brands are sometimes criticized within social media web sites and this must be monitored and managed.[3]</p><p

55、>　　Also because of the development of such social technologies, developing a social strategy to develop or increase social currency becomes increasingly important [4]</p><p>　　Online brand management</

56、p><p>　　Companies are embracing brand reputation management as a strategic imperative and are increasingly turning to online monitoring in their efforts to prevent their public image from becoming tarnished. On

57、line brand reputation protection can mean monitoring for the misappropriation of a brand trademark by fraudsters intent on confusing consumers for monetary gain. It can also mean monitoring for less malicious, although p