外文翻譯--企業(yè)品牌建設一個方法論

1、<p><b>　　中文3650字</b></p><p>　　畢業(yè)論文（設計）外文翻譯</p><p>　　題　　目：　　　　　　　企業(yè)品牌建設初探　　　　　　　　　　　　　　　　　　</p><p><b>　　一、外文原文</b></p><p>　　標題：Corporate Bra

2、nd Building: A Methodology</p><p>　　原文：BRAND BUILDING VS REPUTATION MANAGEMENT </p><p>　　The author has always found the term 'reputation management' a little limp. It does not pass the

3、cocktail party test. If someone asked at the metaphoric cocktail party 'What do you do?' The author would not imagine saying 'Oh ... I manage reputations'. Put bluntly, as a client and not a consultant it

4、 would seem wasteful to pay good money for someone to 'manage my reputation'. It sounds like something to be done for oneself-not left to some-one else. And it docs not sound espe-cially dynamic. On </p>&

5、lt;p>　　That is one of the reasons why the author's company evolved its strapline from 'PR solutions to marketing pro-blems' to 'building corporate and pro-duct brands'. The other is that it better

6、expresses what the firm now does as a consultancy: corporate as well as mar-keting PR. The identity shift did, how-ever, present two problems.</p><p>　　First, we did not want to alienate clients who did not

7、see their organisa-tions as brands. Much of our business is in the public sector. We do not yet live in a world where government bodies see themselves as brands (although with the reinvention of the Labour Party it may o

8、nly be a matter of time). Putting the 'corporate' before 'product' in the strap helped. The term 'product brand' leads on to consumer PR, which is only part of our work.</p><p>　　Seco

9、ndly, it begged the question - if we are a brand-building PR firm, then how exactly do we build brands - especially corporate brands? We needed to package what we were already doing across the firm in differ-ent ways int

10、o a best practice methodol-ogy available to our staff.</p><p>　　What follows is based on internal seminar presentations about this methodology. </p><p>　　WHAT ARE BRANDS FOR? </p><p&g

11、t;　　What job of work do brands do? </p><p>　　David Ogilvy famously and suc-cinctly pointed to the power of emo-tion as the only sustainable differentiator in promoting a company, recognising that people buy

12、with their heart as much as their head. At the risk of teaching grandmothers to suck eggs, it is reproduced because of its critical importance:</p><p>　　"A company with a price advantage can be undercut

13、. A company with a performance advantage can be outflanked. But a company with an emotional difference can potentially demand a premium forever." </p><p>　　It is this emotional difference that makes the

14、 brand. As well as command-ing a premium, the brand:</p><p>　　- Creates a strong sense of identity for staff and customers alike (eg the Co-operative Bank) </p><p>　　- creates consistency across

15、 diverse products and services (eg Body Shop) </p><p>　　- builds a deposit account of goodwill to help it weather crises (eg British Airways) </p><p>　　- enables credible extensions into new pro

16、duct areas and new sectors like the super-elastic Virgin.</p><p>　　A corporate brand goes beyond price and performance to secure the loyalty of its stakeholders.</p><p>　　For example, Asda's

17、 controversial and high-profile pricing campaigns on books, pharmaceuticals and now luxury-branded goods express its posi-tioning as a consumer champion. The message that comes through the cam-paigns is not so much "

18、;our prices are cheaper" as "we are taking up cudgels on your behalf against artificially high prices".</p><p>　　WHAT IS A CORPORATE BRAND?</p><p>　　Some people make a distinction

19、 between corporate brands and product brands, and some think of brands only as product brands. But the author believes there is little practical differ-ence between corporate and product brands, especially when it comes

20、to building them.</p><p>　　A brand is a set of associations in the mind of the consumer. If we agree with Ogilvy, a good product brand offers the consumer positive associations based on emotion as much as on

21、 reason. Individuals share or aspire to the values behind that brand. They buy the brand because of what it says about them. Assuming they can afford it, they buy their beloved Mercedes because they like the associations

22、 (and enjoy the drive).</p><p>　　Actually, they are not buying a brand at all, they are buying a car. The brand is intangible - it is in their mind. It is equally intangible whether the brand is attached to

23、a product or to an organisation. Plus, with many brands - Mercedes is a good example - the 'product' brand and the 'corpo-rate' brand are virtually indistinguish-able. If it was rumoured one day that Merc

24、edes were launching a three-wheeler, we would expect it to have similar qualities to their four-wheelers. </p><p>　　It is this equality of intangibility that makes it possible to build a brand around a firm

25、(corporate brand) as readily as around a product (product brand). But corporate brand building is more complex and more challenging, because products are objects, while organisations are people. </p><p>　　Th

26、e author's firm sees a corporate brand as made up of three elements: vision, values and style. </p><p>　　"Vision" is as much a giving thing as a seeing thing: the contribution a firm makes to i

27、ts staff , its customers, its industry, its local and possibly global community. The acid test is to ask: if the firm disappeared overnight, would anyone notice or care? The author believes the world would take notice an

28、d mourn the demise of a firm like Apple , for instance, incomparably more than a host of its lesser rivals. Apple is not just respected and appre-ciated. It is loved because of its mission to </p><p>　　Visio

29、n and values are expressed in how the firm conies across in its com-munication and through its people and its style. Very often this is the trickiest bit. One the one hand it requires iden-tifying and grooming the right

30、'heroes' to communicate vision and values as spokespeople in the media. The right people are not always the most senior people. On the other hand, it requires ensuring that everyone, not just the chosen heroes, u

31、nderstands the vision and values and communicates these appropr</p><p>　　HOW DO WE BUILD THE BRAND? </p><p>　　The author's firm has developed a four-stage approach, under the headings: </

32、p><p>　　- reconnaissance </p><p>　　- strategy - fulfilment </p><p>　　- evaluation. </p><p>　　Stage 1: Reconnaissance </p><p>　　Effectively, this is a SWOT-plu

33、s analy-sis that uses information from internal and external sources, including desk and survey research, to agree: </p><p>　　- goals: where is the firm going, what is it trying to achieve </p><p&

34、gt;　　- current position: where is it coming from, how is it perceived and how does it stack up against the competi-tion </p><p>　　- vision, values and style: what is its contribution, what are its values, ho

35、w should these affect style of communication </p><p>　　- issues: what relevant (and media-friendly) issues are there in the public domain that can be exploited to create a debate and that can be "owned&

36、quot;</p><p>　　- preferably exclusively </p><p>　　- by the firm to build its corporate brand through association?</p><p>　　Stage 2: Strategy </p><p>　　At the heart of s

37、trategy is a campaigning theme in which the firm sets out to make a contribution to the world on one or more of the relevant issues that have been identified. </p><p>　　This is not about saying, but doing: t

38、aking action to right a wrong, or to make life better for its stakeholders. This may include the submission of a researched report to a relevant author-ity, calling for some kind of action, perhaps even a change in the l

39、aw.</p><p>　　For example, when the insurer Direct Line first went into the home insurance sector in the early 1990s, having become market leader in the very dif-ferent motor insurance sector, it her-alded it

40、s arrival with a submission to the Office of Fair Trading attacking banks "and building societies" practice of 'tieing in' insurance products to mortgage agreements in order to earn commission on the in

41、surance. Entitled "A billion pound burglary", Direct Line's report achieved substantial cov-erage, givin</p><p>　　In defining strategy, thought is given to how the campaigning theme will actual

42、ly be exploited, typically through a three-part focus:</p><p>　　- Third parties: who else should be involved? Third parties may be: Westminster, Whitehall, Brussels; allies and alliances (eg with other firms

43、); associations (eg trade bodies, unions); pressure groups </p><p>　　- media: national, regional, trade , consumer, broadcast, new media and Internet </p><p>　　- policies, products and practices

44、: putting the firm's own house in order and ensuring staff are on board to ensure the firm delivers the promise made in the campaign and that there are no disappointments for stakeholders or inconsistencies that coul

45、d attract negative media attention. </p><p>　　Stage 3: Fulfilment </p><p>　　This means the execution of strategy and involves: </p><p>　　- planning: audiences, objectives, messages,

46、 tactics, schedule, budgets </p><p>　　- implementation: carrying out campaign initiatives </p><p>　　- monitoring: of coverage, compe-titor activity, legislative develop-ments which may help or h

47、inder the campaign and corporate brand positioning.</p><p>　　Stage 4: Evaluation </p><p>　　Evaluation is obviously tailored to cli-ents' requirements and may include some or all of the follo

48、wing: </p><p>　　- coverage: level and quality of media coverage achieved</p><p>　　- Output: client satisfaction with performance against pre-agreed targets </p><p>　　- outcomes: cha

49、nges in audience perception of the brand and/or changes in audience behaviour </p><p>　　- objectives: progress towards agreed campaign goals and recommenda-tions for the next phase of corporate brand-buildin

50、g activity.</p><p>　　CONCLUSION </p><p>　　Corporate brand building means creat-ing emotional associations between a firm and its audience to achieve sustain-able competitive edge. For this to ha

51、ppen, the firm must have a vision (its contribution to the world over and above making products and making money) and values which have relevant appeal. Vision and values must be so integral to the firm that it is diffic

52、ult to think of the firm without making the association with its vision and values. If this is achieved, the firm can be said to</p><p>　　The brand is built through cam-paigns in which the firm expresses vis

53、ion and values by taking action in the public arena - with third parties, via the media and in its products, poli-cies and practices - for the benefit of the outside world, especially stake-holders. In this sense, corpor

54、ate brand building may sound like altruism, but it is really enlightened self-interest. It strives to see the world from the audi-ence's perspective, rather than, selfishly, just from the firm's point of view. (&

55、lt;/p><p>　　It may be asking too much of CEOs under pressure to deliver short-term profit to take a leaf out of JFK's book and ask what they can do for their country, rather than what their country can do f

56、or them. But, they might check how much they are already paying out, for example, on sponsor - ships, corporate hospitality, advertising and PR, to see if some of the funds might be better invested in building a powerful

57、 and sustainable point of dif-ference into the very fabric of their firm.</p><p>　　出處：Francis Hallawell. Corporate Brand Building: A Methodology. Journal of Communication Management [J]. 1999. 3 (4), pp. 381

58、-386.</p><p><b>　　二、翻譯文章</b></p><p>　　標題：企業(yè)品牌建設：一個方法論</p><p>　　譯文：品牌建設與聲譽管理</p><p>　　作者總是發(fā)現(xiàn)“聲譽管理”這個術語有點站不住腳。它沒有通過雞尾酒會的測試。假如有人在隱喻意義下的雞尾酒會上問作者“你的工作是什么？”作者不能想象

59、自己會說“哦，我是管理聲譽的”。 直截了當?shù)卣f，作為一個客戶而不是顧問，付錢請人做“聲譽管理”似乎是一種浪費。 這聽起來應該是由自身去完成的事情而不是去請人來做。 而且這聽起來也不是特別有概念。也就是說，雇人“建立自己的品牌”聽起來更加讓人覺得有概念和有所用處。 </p><p>　　這也是為何作者公司從它的“營銷問題的公關解決方案”捆綁式發(fā)展到“企業(yè)和產(chǎn)品的品牌建設”的原因之一。 另一個原因是它更好地闡述了什么

60、是一個公司現(xiàn)下需要的咨詢：公司以及公關營銷。 這一轉變卻存在兩個問題。 </p><p>　　首先，我們不想疏遠那些沒有將自己組織看做品牌的客戶。 我們大多數(shù)的業(yè)務是在公共領域。 我們依舊生存在政府機構將其自身視為品牌的社會中（盡管工黨的重新產(chǎn)生只是一個時間的問題）。將“公司”放于“產(chǎn)品”之先對于捆綁式服務有所幫助。 “產(chǎn)品品牌”這個術語衍生出客戶公關，它也是我們工作的一部分。 </p><p

61、>　　其次，它重復了一個問題——倘若我們是一個品牌建設的公關公司，確切地要如何去做——尤其是公司品牌？我們需要對我們應當已經(jīng)存在的不同方式包裝成最好的實踐方式供員工使用。 </p><p>　　以下是基于內部研討會講義所總結的方法論。 </p><p><b>　　什么是品牌？</b></p><p>　　什么是品牌的具體工作？</

62、p><p>　　David Ogilvy 精簡地指出情感力量是唯一一個能宣傳公司持續(xù)的區(qū)別， 他認為在客戶購買行為中，理性因素和感性因素同等重要地影響客戶購買。 在此班門弄斧，反復強調，是因為它的重要性：</p><p>　　“公司的價格優(yōu)勢可以被削弱，性能優(yōu)勢可以被超越，但是情感差異可以永久地產(chǎn)生潛在溢價需求?！?lt;/p><p>　　就是這個情感差異成就了品牌。除了能

63、帶來溢價需求以外，品牌還能為公司帶來以下利益：</p><p>　　--能夠在像客戶和員工等人上產(chǎn)生強大的標識意識（比如the Cooperative Bank）</p><p>　　--創(chuàng)造產(chǎn)品和服務的差異性下的一致性（如 Body Shop）</p><p>　　--建立一個存款賬戶以便應對危機（如British Airways）</p><

64、p>　　--能夠使可信擴展到新領域和行業(yè)，比如 超彈性Virgin 公司。 </p><p>　　一個公司的品牌在確保利益相關者的忠誠度上超越價格和性能所能做到的。</p><p>　　例如，Asda對于書籍，醫(yī)藥品和奢侈名品的備受爭議的高利潤定價活動體現(xiàn)了其活動定位在客戶群上。 該活動所傳達的信息中“我們的價格很優(yōu)惠”不是重點，而是“我們在通過人為地高價來提高你們的身價”。 <

65、;/p><p><b>　　什么是企業(yè)品牌？</b></p><p>　　有人在企業(yè)品牌和產(chǎn)品品牌之間做了一個區(qū)分，另有人認為品牌只是產(chǎn)品品牌。 而筆者認為，企業(yè)品牌和產(chǎn)品品牌存在一些實際差別，尤其是談論到如何構建時。 </p><p>　　品牌是客戶頭腦中的一個聯(lián)想的集合。 倘若我們同意Ogilvy所言，那么一個好的產(chǎn)品品牌能夠為客戶在情感和合理

66、基礎上提供正面的聯(lián)想。客戶個體分享或者激發(fā)了品牌所帶來的價值。 他們購買品牌是因為品牌蘊含的價值。 </p><p>　　事實上，他們根本不是在購買一個品牌而是在購買產(chǎn)品。品牌是無形的，它存在于客戶的意識中。不論是一個企業(yè)的品牌還是產(chǎn)品品牌，品牌終是無形的。 而且，許多品牌--Mercedes是一個很好的例子--其產(chǎn)品品牌和企業(yè)品牌實際上是無法區(qū)分的。假如有一天我們謠言說Mercedes要上市三輪車，我們將期待其

67、擁有它生產(chǎn)的汽車的質量保證。 </p><p>　　正是由于這種等價無形使得公司去創(chuàng)造一個品牌（企業(yè)品牌）就像為產(chǎn)品創(chuàng)造品牌一樣容易（產(chǎn)品品牌）。但是企業(yè)品牌建設會更加復雜和具有挑戰(zhàn)性，因為產(chǎn)品是實物而企業(yè)是人組成的。 </p><p>　　筆者公司認為企業(yè)品牌由三個因素組成：視覺，價值和體系。</p><p>　　“視覺”是一個給予并能看到的東西：公司為其員工，客

68、戶，產(chǎn)業(yè)，當?shù)匾约翱赡艿纳鐓^(qū)所做的貢獻。 嚴峻的測試問題是：如果該公司消失，是否有個人注意或者在意？筆者相信，像Apple這樣的公司的消失，全世界會注意到并為之難過遠多于很多弱于其的競爭對手們。 </p><p>　　Apple不僅僅被眾人尊重和欣賞。 它被人所愛是因為它因賦予和取悅人們的使命。</p><p>　　“價值”是一個公司所代表的通過政策和實踐體現(xiàn)出來的原則。這些被定義為什么是

69、公司不能做的和能做的。 比如一夜成名的，極其優(yōu)秀的the Cooperative Bank （一夜之間產(chǎn)品做出整體更新），對其客戶做出一個莊嚴的承諾表明其不會投資于壓迫人類精神的制度和行業(yè)。 該公司通過加強傳統(tǒng)的社會責任承擔，與時俱進來徹底改變自身。非常重要的一點是，將品牌聯(lián)想從the Cooperative Bank分離出來是不現(xiàn)實的。 品牌定位不是某種公司產(chǎn)品的促銷（通常是金錢的浪費，被某些1998年世界杯的投資者所發(fā)現(xiàn)）。它成為了

70、企業(yè)的一種標識。 </p><p>　　視覺和價值體現(xiàn)在公司如何將其貫穿在交流中，被人們多感知和如何與其體系相呼應。 通常，這是最難的。 也就是說著需要識別和訓練合適的“英雄”去進行視覺和價值的溝通，如同一個媒體發(fā)言人。最佳人選并不是都是資深者。 另一方面，公司需要確保每個人，并不僅僅是選定的交流者，都理解視覺和價值的與外界人員的適當聯(lián)系尤其是客戶。公司在信息傳達過程中等于對其聽眾做了一個承諾。 公司必須對其承諾

71、負責否則將因不一致和背叛而被聽眾嘲諷。個人的親身經(jīng)驗，不論是面對面或者是通過電話聯(lián)系客戶用來更多評判一個公司而不是從報紙中所得到的信息。這意味著，公司的政策，產(chǎn)品，實踐和體統(tǒng)--實際上是整個公司的運作系統(tǒng)--用來支撐其運作的，在其公諸于世之前要進行確認。難點在于，大的公司的內外部交流（更不用說操作，銷售和營銷活動）通常因為不同部門和權力結構而有所差異。必須選擇正確的方向來任命一個能夠負責全方面溝通的管理者。</p><

72、;p><b>　　如何建立企業(yè)品牌？</b></p><p>　　筆者公司已經(jīng)建立了一個四步驟方法：</p><p><b>　　--勘查</b></p><p><b>　　--策略</b></p><p><b>　　--實施</b></p

73、><p><b>　　--反饋評估</b></p><p><b>　　步驟一：勘查</b></p><p>　　這是利用SWOT以及其他外加因素有效分析方法，它利用內外部信息資源，包括案頭研究和調查研究得出以下結論：</p><p>　　--目標：什么是公司的方向，什么是公司致力于達到的目標</

74、p><p>　　--當前定位：它從哪里來，如何感知以及如何應對競爭對手</p><p>　　--視覺，價值和體系：什么是它的貢獻值，什么是它的價值，這些將如何作用于體系交流</p><p>　　--爭議點：相關的更好地的獨占性的爭議點是能夠在公共領域被用來開發(fā)成爭論和被公司所“擁有”的有利于公司通過消費者聯(lián)想的方式為構建其品牌。</p><p>

75、<b>　　步驟二：策略</b></p><p>　　策略的核心活動的主題，它是通過被識別的一個或更多的爭議點的方式來體現(xiàn)公司對世界帶來的貢獻。 </p><p>　　這不僅僅是說說而已，更要付諸行動的：采取行動改正錯誤，或者為利益相關者提供更好的生活。這或許包括像有關機構提供一個調查報告，發(fā)起一些行動或者做相應的法規(guī)修正。 </p><p>

76、　　例如，當Direct Line保險公司在90年代初進入本國保險行業(yè)時，它在汽車保險業(yè)成為一個市場領導者。它通過向公平貿易局（Office of Fair Trading）提交了一份抵押貸款協(xié)議的方式進入市場。這份協(xié)議是其為了獲得保險傭金而做的， 它包括產(chǎn)品提供在銀行攻擊戰(zhàn)術和房屋建設實際附加條件保險?！?0億英鎊的盜竊行為”標題下的報告下的Direct Line保險公司在尚未進入該行業(yè)之前就完成了實質性的市場覆蓋，為其在行業(yè)贏得了很

77、高的道德評價。 它也暗示了Direct Line保險公司的家庭保險要便宜因為他不存在傭金問題。 </p><p>　　盡管需要考慮如何確定活動主題，但是在策略定義中，典型地有三個集中領域：</p><p>　　--第三方：還有誰講參與？第三方可能包括：Westminster, Whitehall, Brussels；盟友和聯(lián)盟（比如與其他公司），協(xié)會（比如貿易實體，貿易聯(lián)盟）；壓力團體&l

78、t;/p><p>　　--媒體：國內的，區(qū)域的，貿易的，消費者的，廣播，新型媒體和因特網(wǎng)</p><p>　　--政策，產(chǎn)品和實踐：把公司管理地井然有序，確保員工與公司一起確保履行在活動中作出的承諾，將不存在利益相關者的失望或者不一致所產(chǎn)生的負面媒體關注。 </p><p><b>　　步驟三：實施</b></p><p>

79、;　　這意味著策略的執(zhí)行和參與因素包括：</p><p>　　--計劃：聽眾，目標，信息，戰(zhàn)術，行程安排，預算</p><p><b>　　--履行：進行活動</b></p><p>　　--檢測：包括覆蓋率，競爭者活動，立法發(fā)展趨勢，這些將有助于活動和公司品牌定位</p><p><b>　　步驟四：反饋評估

80、</b></p><p>　　反饋評估明顯是根據(jù)客戶要求量身定做的，可能涵蓋的內容如下：</p><p>　　--覆蓋率：媒體完成覆蓋率的階段層次和質量</p><p>　　--成果：客戶對于公司預先商定下的表現(xiàn)的滿意度</p><p>　　--結果：聽眾對于品牌感知度的變化和/或聽眾行為的改變</p><p&

81、gt;　　--目標：向預先商定的活動目標靠近，對下一階段的企業(yè)品牌建設活動提出推薦性建議</p><p><b>　　結論</b></p><p>　　企業(yè)品牌建設意味著通過創(chuàng)造企業(yè)和聽眾之間的情感聯(lián)想來維系企業(yè)持續(xù)不斷地競爭優(yōu)勢。為了達到這個目的，企業(yè)必須要有一個視覺（企業(yè)對于社會的貢獻要高于產(chǎn)品生產(chǎn)和盈利）和有相關吸引力的價值。視覺和價值必須與企業(yè)高度整合以至于不

82、能夠講企業(yè)，視覺和價值不進行聯(lián)想。 如果做到這個程度可以說企業(yè)擁有了一個很強的企業(yè)品牌。</p><p>　　企業(yè)品牌的建立是通過活動對視覺和價值在公共領域進行傳達--與第三方，通過媒介和用其產(chǎn)品，政策和實踐--以外界利益為基礎，尤其是利益相關者。在這個意義上，企業(yè)品牌建設聽起來像是無私的，不過它實際上是開明的自我利益尋求過程。它努力地從聽眾的角度去感官世界而不是但從公司自身的角度自私地區(qū)感官（這也是另外一個原因

83、，順便說一下，術語“名聲管理”應當被替代。 他是從企業(yè)的角度感官世界出發(fā)的。</p><p>　　也許有太多的CEO被要求在短期內獲利，他們在壓力下而采取JFK書中的方式來做，以及問他有什么他們能為他們的國家做的而不是他們的國家能為他們做的。然而，他們可能已經(jīng)確認過要多少代價為其付出，例如，在贊助上，企業(yè)招待上，廣告和公關上，繼而考慮是否其中一些資金投入一個強有力且可持續(xù)的組織會使公司變得更加堅定。</p&