The Branding Management Approaches

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美之源市场营销策略

Contents1. Executive Summary 02. Company Description (1)3. Strategic Focus and Plan (2)3。

1 Mission/vision (2)3.2 Goal (2)3.3 Core Competence and Sustainable Competitive Advantage (3)4。

Situation Analysis (4)4。

1 SWOT analysis (4)4.2 Indusry analysis (5)4。

3 Competitive analysis (6)4.4 Customer analysis (7)5。

Marketing Strategy (7)5。

1 Marketing and product objectives (7)5。

2 Market segmentation (9)5.3 Target marketing (9)5。

4 Positioning (11)6。

Marketing Mix (12)7. Conclusion (13)The Marketing Strategy of Minute Maid1.Executive SummaryWithin four months，two new Minute Maid repeating，”This is a stone’s throw three birds，" Minute Maid will not only promote sales, increase its brand influence, but also to prove to the outside world，without the Huiyuan，Minute Maid brand influence and marketing approaches could also support the Coca-Cola in China's fruit juice — at least in low concentrations juice business。

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日本最大的食品制造商Aji-no-moto公司的品牌构成就是这样调味品品牌：Ajinomoto/Hi-me/Hondashi/Cook-do；油品牌有： Ajinomoto/Salad oil等，其他还有汤料品牌、玉米渣品牌
4、公司品牌与产品品牌相互脱离，没有直接联系
宝洁（P&G）但宝洁在广告中有意的强调公司品牌“宝洁公司，优质出品”
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PB Select Edition,包括毛巾和床上用品
PB Penmans,包括男装、女装和鞋袜

市场导向或品牌导向

Brand orientation and market orientation —From alternatives to synergy ☆Mats Urde a ,⁎,Carsten Baumgarth b ,Bill Merrilees ca Lund University,Swedenb Berlin School of Economics and Law,Marketing Division,HWR Berlin,GermanycDepartment of Marketing,Grif ﬁth Business School,Gold Coast Campus Queensland 4222,Australiaa b s t r a c ta r t i c l e i n f o Article history:Received 1October 2010Received in revised form 1March 2011Accepted 1April 2011Available online 8September 2011Keywords:Brand orientation Market orientation Strategic orientations SynergyThis paper explores the interaction between brand orientation and market orientation.Brand orientation is an inside-out,identity-driven approach that sees brands as a hub for an organization and its strategy.Similarly,market orientation is an outside-in,image-driven approach.Initially,brand orientation and market orientation appear to be two different strategic options.Though synergistic combinations are also possible,they are not explored in previous theories,nor labeled as part of branding practice and philosophy.A new type of orientation,a hybrid between brand and marketing orientation,is among the key ﬁndings of this study.The paper articulates typical trajectories for evolving the orientation and aspires to move the discussion from the tug-of-war between the two paradigms by developing a more dynamic view.The study paves the way for better understanding,operationalization and evaluation of alternative approaches to marketing.©2011Elsevier Inc.All rights reserved.1.IntroductionThe discussion about market orientation and brand orientation is in essence concerned with a company's or organization's approach to brands and the market.Is it the brand identity or the brand image that serves as a guiding light?Should a company's management primarily take the outside-in perspective or the inside-out perspective when guiding their brands?Or should they select a brand approach that is a combination of these two perspectives?How can management square the general principle that the customer is king with the speci ﬁc belief that our brands are our greatest assets ?1.1.The brand and the businessIn 1989,Nestléacquired the British confectionery company Rowntree for 4.5billion USD,which was six times its book value and twenty-six times its annual pro ﬁt.The ﬁxed assets were 600million USD,and Nestlépaid 3.9billion USD for what were described as ‘other values ’.Their head of marketing commented in an earlier research study:“How much are brands such as Kit Kat,After Eight,Lion,Polo,and Smarties worth?Brands,brand management,sectors,segmentsare equities valued differently from one ﬁrm to another …The value becomes a strategic value ”(Urde,1997,p.12).The Rowntree case is a prominent example,acting as a milestone in the way marketers view,consider and work with brands as strategic resources,a fundamental characteristic of the brand orientation approach.A senior vice president at Nestléremarked in the same study upon the difference between market orientation and the proposed de ﬁnition of brand orientation:“Market orientation is on a more uncomplicated,short-term,and fundamental level.If an organization is only market oriented,then it's still in the discussion about products and markets.Brand orientation is an additional degree of sophistication.To be brand oriented is market orientation ‘plus ’.”(Urde,1999,p.118).Has the understanding of brands,the role of brands,and the management of brands fundamentally changed,or are these examples just anomalies:that is,rare exceptions to the rule that can be disregarded?Kuhn (1962,1977),discussing paradigm shifts,de-scribes a change of practice,the theoretical applications and the set of fundamental rules that de ﬁne an area or discipline.In a narrow sense,identifying a shift in a paradigm is about ideas expressed in textbooks,while in a broader sense,it can be viewed as what is seen as the theoretical foundation of a given area.It is now vital to backtrack for further re ﬂection on developments within the area of strategic brand management.For example,if an older edition of a marketing textbook by Kotler were to be compared with a more recent edition of a reader on strategic brand management by Kapferer,what conclusions could be drawn?If attention is paid to ‘new ‘concepts such as identity,brand equity,core values,corporate branding,internal branding,employerJournal of Business Research 66(2013)13–20☆The authors thank the participants in the Sixth Thought Leaders in Brand Management Conference for many interesting suggestions and gratefully acknowledge the helpful comments of the three anonymous Journal of Business Research reviewers.⁎Corresponding author at:Department of Business Administration,Box 7080,SE 22007Lund,Sweden.E-mail addresses:mats.urde@fek.lu.se (M.Urde),cb@ (C.Baumgarth),bill.merrilees@grif ﬁ.au (B.Merrilees).0148-2963/$–see front matter ©2011Elsevier Inc.All rights reserved.doi:10.1016/j.jbusres.2011.07.018Contents lists available at ScienceDirectJournal of Business Researchbranding,brand leadership,and reputation,how has theory evolved? And,how doﬁrms manage brands in a practical sense?How are the manager's approach and mindset evolving,with respect to brands, markets and customers?2.A tug-of-war between brand orientation andmarket orientation?Satisfaction of customer needs and wants:this is what the principle of market orientation very successfully maintains.However,when that becomes a mantra,the brand may morph into an unconditional response to customer needs and wants,thereby creating difﬁculties for the consistency and management of brands.In contrast to market orientation,it is possible to see the brand as a resource and a strategic hub of the company.Essentially,this means that the brand is made super-ordinate to the needs and wants of customers.According to the dominant paradigm in marketing theory,this idea may seem almost heretical.There could thus be a questioning of such familiar maxims as that the customer is always right,that the company must do everything for the customer,and that it must deliver‘customer delight’.The wants and needs of the customer are relevant,but they should not unilaterally steer the development of the brand and determine its identity.Strategically companies may have motives beyond the satisfaction of customers'wants and needs.Prioritizing the brand in the organization gives it integrity in relation to customers'desires and the actions of competitors,but also in internal strategic processes. Satisfaction of customer needs and wants occurs within the framework of the brand.In practice,the essence of the brand-orientation approach evaluates proposals depending upon what the brand stands for.The decisive difference is whether or not the core brand identity represents a strategic hub for the company.If a company starts from its brands and regards them as strategic resources,it is an expression of an approach and a mindset(Urde,1999).Fig.1visualizes the basic ideas of market and brand orientation.The purpose of this conceptual paper is to explore the interaction between brand orientation and market orientation.The concept of brand orientation is positioned in relation to the ruling paradigm of market orientation.The aim is to broaden the debate and introduce a more dynamic view of both brand orientation and market orientation. The broader objective is to pave the way for better understanding, operationalizing and evaluating of alternative approaches to branding and marketing.3.Concepts of strategic orientationsThe concept of strategic orientation is deﬁned as“…the guiding principles that inﬂuence aﬁrm's marketing and strategy-making activities”(Noble,Sinha,&Kumar,2002,p.25).Discussion is limited here to an overview of brand and market orientation.The strategic orientation of a company is not always the explicit choice of the management.It can include the pattern of decisions or the results of organizational learning(Mintzberg,1989)and other factors.This issue is relevant to note.Previous research addresses the conjunction of market orientation with other strategic orientations:(1)innovation or technology orientation(Berthon,Hulbert,&Pitt,1999;Gatignon&Xuereb, 1997;Olson,Slater,&Hult,2005;Zhou,Yim,&Tse,2005),(2)learning orientation(Baker&Sinkula,1999),(3)entrepreneurial orientation (Miles&Arnold,1991;Zhou et al.,2005)and(4)production and cost orientation(Noble et al.,2002;Olson et al.,2005).In addition,one paper has differentiated between distinctive types of market orienta-tion(Noble et al.,2002).Much of the debate in theory and practice has been how to lift a production or product orientatedﬁrm to a state of market orientation.There is minimal research relevant to the broad relationship between brand orientation and market orientation.From a performance perspective,Keiningham et al.(2005)analyze in two empirical studies,of a truck manufacturer and aﬁnancial institution,the inﬂuence of the brand-centric construct brand preference and the customer-centric construct customer satisfaction on the performance outcome,measured as share of spending.In an exploratory study for one non-proﬁt organization,Weisenbach Keller and Conway Dato-on(2010)compare the inﬂuence of brand and marketing orientation on performance.The literature discusses the more speciﬁc topic of the relationship between brand equity and customer equity(Keller,2008;Leone et al., 2006).Keller(2008),and Burmann et al.(2009)underpinsthe Fig.1.The market and brand-oriented approaches(based upon‘The Egg Model’,Urde,1997).14M.Urde et al./Journal of Business Research66(2013)13–20differences between the two concepts,but also the need to integrate both views.This approach is both inspiring and complementary to how brand orientation and market orientation are viewed in this paper.Though there are differences,it is also necessary to explore possible integrations and combinations of the two orientations.Three perspectives on market orientation can be distinguished: cultural,behavioral,and performance-related(Baumgarth,Merrilees, &Urde,2011;Bridson&Evans,2004;Homburg&Pﬂesser,2000; Meehan,1996).3.1.Market orientationThe concept of market orientation(sometimes synonymous with customer orientation:see Deshpandé,Farley,&Webster,1993; Shapiro,1988)is a classical concept in marketing.Drucker(1954), Kohli and Jaworski(1990),Narver and Slater(1990),and Shapiro (1988)are seminal writers on the topic.Research studies address the deﬁnition of the construct and its theoretical foundation,the development of a measurement instrument,and the empirical analysis of determinants and performance effects of market orientation.The cultural perspective deﬁnes market orientation as a unique type of corporate culture or as a particular mindset of a company (Deshpandéet al.,1993;Homburg&Pﬂesser,2000;Narver&Slater, 1990).The literature offers a wide range of conceptualizations of corporate culture(Cameron&Quinn,2006;Deshpandé&Webster, 1989).The seminal model formulated by Schein(2004)distinguishes between three different but interrelated layers of corporate culture: underlying assumptions,espoused beliefs and values,and artifacts. Homburg and Pﬂesser(2000)adapt this general framework to the market orientation context.In contrast,the behavioral perspective describes market orienta-tion in terms of concrete instruments,tools or behaviors(Kohli& Jaworski,1990;Shapiro,1988),focusing on the satisfaction of individual and changing customer needs and wants.Behaviors with a strong link to market orientation are market segmentation(Beane& Ennis,1987;Wedel&Kamakura,2002),customization(Franke,Keinz, &Steger,2009),adaptive selling(Spiro&Weitz,1990),customer relationship management(Reinartz,Krafft,&Hoyer,2004),customer satisfaction surveys and calculation of customer lifetime value or customer equity(Keiningham et al.,2005;Rust,Lemon,&Zeithaml, 2004;Venkatesan&Kumar,2004).The analysis of the inﬂuence of different strategic orientations on corporate performance is one of the central ideas of the strategic orientation concept.The literature on marketing accountability and marketing control discusses the inﬂuence of strategic orientation on the selection of marketing metrics(Ambler,Kokkinaki,&Puntoni, 2004).Typical performance metrics of a market-oriented company are such key performance indicators as customer satisfaction,customer loyalty or customer lifetime value.In addition,many research studies analyze the impact of market orientation on corporate performance (Homburg&Pﬂesser,2000;Jaworski&Kohli,1993;Narver&Slater, 1990).To conclude,market orientation can refer to the mindset of a company or to concrete instruments that pertain to the actual and latent needs and wants of individual customers.The core of this orientation identiﬁes with the satisfaction of each customer.3.2.Brand orientationResearchers describe the concept of brand orientation as a new approach to brands that focuses on brands as resources and strategic hubs(Melin,1997;Urde,1994,1997).Speciﬁcally,“Brand orientation is an approach in which the process of the organization revolve around the creation,development,and protection of brand identity in an ongoing interaction with target customers with the aim of achieving lasting competitive advantages in the form of brands”(Urde,1999,p.119).This orientation is relevant for describing companies that strive not only to satisfy needs and wants,but also to lend a strategic signiﬁcance to brands.The brand is a strategic platform.Inspiration for the new orientation came from case studies of practice at DuPont,Nestlé,Tetra Pak,Nicorette and Volvo(Melin,1997; Urde,1997),and from the simultaneously emergingﬁeld of strategic brand management pioneered by Aaker(1991),de Chernatony et al. (2011),Kapferer(2008),King(1991),and Olins(1978).The perspective on brands as strategic assets(Itami&Roehl,1987;Melin&Urde,1990) and on brand management(Diamond,1981;Low&Fullerton,1994)as a core competence(Prahalad&Hamel,1990)ﬁnds support from theﬁeld of resource-based strategy(Barney,1991,1997;Dierickx&Cool,1989; Grant,1995;Itami&Roehl,1987).The roots of brand orientation as a concept can be traced to strategic intent(Hamel&Prahalad,1989), visionary companies(Collins&Porras,1998)and the brand as part of the culture of the organization(Alvesson&Berg,1992).The continuous interaction between values and identity at three levels is a key proposition of brand orientation:the organization,the brand,and customer and non-customer stakeholders,as depicted in Fig.1.First,organizational values are translated into core values and promises(what the brand stands for),which guide the organization's efforts(how it works and behaves).Second,those core values are converted into extended customer values(what the brand offers and how it is perceived).In this sense,brand orientation can be seen as an inside-out perspective,with the brand's core values and promise as a strategic focal point.The statement that“the brand is not an unconditional response to the wants and needs of customers”(Urde, 1999,p.119)challenges the market-oriented paradigm by assigning greater emphasis to the organization's mission,vision and values.Brand orientation represents an integrated view of the brand,bringing both the internal and external perspectives into the process(Hankinson, 2001;Reid,Luxton,&Mavondo,2006).A central argument is that the brand's core values and promise continuously affect an organization at every level(Simoes&Dibb,2001).When an organization grows from a position in which its mission,vision,and organizational values are combined(Collins&Porras,1998),a critical rung on the ladder toward a high level of brand orientation is achieved(Urde,2003).For brand-oriented organizations,this leads to strategic competitive advantages(Melin,1997),with brands as resources and the basis of increased performance(Persson,2007,2009).Brand orientation,being a striving and relatively young paradigm (Louro&Cunha,2001)relies more on contributions to the concept than on explicit references.The management literature also discusses a number of closely related concepts,such as brand-driven business (Davis&Dunn,2002;LePla,Davis,&Parker,2003),brand mindset (Knapp,2000),brand manners(Hamish&Gordon,2001),authentic branding(Beverland,2009),and even corporate religion(Kunde, 2000).There have been many important contributions to theﬁeld of brand management and the management of brands during the past decade, reﬂecting the attention and interest from practitioners and scholars. With this note of respect,the literature overview is structured in terms of culture,behavior,and performance as the key aspects of the concept of brand orientation.From a cultural perspective,brand orientation may also be deﬁned as a certain type of corporate culture or as a particular mindset of a company.It is suggested that the way of relating to brands and the organization's brand competence are“prerequisites of brand development”(Urde,1999,p.123).Hatch and Schultz (2001,2008)offer insights into the alignment of vision,culture and image.Their approach uses culture as a foundation,vision as a point of gravity and image as the external aspect of the brand,relating their work closely to the ideas of the brand-oriented corporation.It is also possible to view the exploration of the multiple identities of the corporation and the evolution of corporate branding by Balmer and Greyser(2003)as another important contribution to the15M.Urde et al./Journal of Business Research66(2013)13–20understanding of brand orientation.Baumgarth(2009,2010)uses Schein's corporate culture framework for explaining the internal structure of brand orientation.From a behavioral perspective,brand orientation characteristics include the importance accorded to the internal anchorage of the brand identity(mission,vision,and values).The idea of‘living the brand’has a strong link to the brand orientation concept(de Chernatony,2010;de Chernatony,Drury,&Segal-Horn,2003;Ind, 2003,2007;Ind&Bjerke,2007;Mitchell,2002;Punjaisri&Wilson, 2007).Other examples of important brand-oriented behaviors are corporate identity and corporate design(Birkigt&Stadler,2002;Olins, 1978;van Riel&Balmer,1997),integrated marketing communication (Cornelissen,2000;Ewing&Napoli,2005;Schultz,Tannenbaum,& Lauterborn,1995),measurement of brand equity(Christodoulides& de Chernatony,2010;Keller,1993,2008;Yoo&Donthu,2001),the impact of brand orientation on managerial practice(Hankinson,2002) and employer branding(Barrow&Mosley,2005).From a performance perspective,the critical consideration is whether or not brand orientation is associated with better corporate performance.Empirical studies in different contexts by Baumgarth (2009,2010),Bridson and Evans(2004),Gromark and Melin(2011), Napoli(2006)and Wong and Merrilees(2007,2008)demonstrate a positive relationship between brand orientation and corporate performance.To conclude,brand orientation is,like market orientation,a mindset.The core of this orientation is customer satisfaction within the limits of the core brand identity.4.Four basic approaches to brand and market orientationIn principle,market orientation and brand orientation are two different strategic orientations.Market orientation primarily takes an outside-in approach,with brand image as a fundamental concept. Conversely,brand orientation takes a primarily inside-out approach, with brand identity as a key ing this logic with two dimensions,it is possible to identify four basic approaches to brand and market orientation,as illustrated in Fig.2.The mapping of brand and market orientation invites discussion of the two paradigms.It can no longer be an either-or proposition;there are now two additional major-minor approaches to consider.Brand and market orientation,and market and brand orientation are hybrid versions,one being related more closely to brand orientation and the other more closely to market orientation.Discussion of the four basic approaches draws on four case examples:,Amnesty International,Volvo Cars,and Electrolux.All are strong international organizations by any standards.4.1.Market orientation“Customer obsession:We start from the customer and work backwards.”(Amazon,2010).Market orientation accords importance to the customer and the brand image.The perspective is from the outside in,and the needs and wants of the consumers in the market are viewed as essential. is used here to illustrate market orientation.The quotation above clearly identiﬁes the company's outside-in approach. The customers'needs and wants are the point of departure for the Amazon way of creating value.The needs and wants of the consumers are paramount,to the extent of being an‘obsession’with the customer.4.2.Brand orientation“We believe human rights abuses anywhere are the concern of people everywhere.So,outraged by human rights abuses but inspired by hope for a better world,we work to improve people's lives through campaigning and international solidarity.Our mission is to conduct research and generate action to prevent and end grave abuses of human rights and to demand justice for those whose rights have been violated.”(Amnesty International, 2010).Brand orientation emphasizes the signiﬁcance of the brand identity (mission,vision,and values)as a guiding light and hub for organiza-tional culture,behavior,and strategy.The internal aspect of the brand—the organization—is seen as vital in the brand-building process.The perspective is from the inside out,while the needs and wants of consumers are recognized,the integrity of the brand is paramount.Amnesty International illustrates the brand-oriented approach. Deeply held values and convictions,derived from the Universal Declaration of Human Rights propel this independent,non-proﬁt, self-governing organization.4.3.Market and brand orientation“All our products and services share the common Electrolux philosophy—to make that extra effort toﬁnd out what people really need and want…That is our way of demonstrating how all the time“Electrolux is thinking about you”in order to make your life a little easier and more enjoyable.”(Electrolux,2010).The CEO of Electrolux explains that“Becoming the Thoughtful Design Innovator requires a lot of thought.But now it is time to shift from thinking what we should do,to thinking about how we can do it better,faster and more efﬁciently in every part of our value chain—thereby accelerating the implementation of the entire brand-driven business development strategy that has evolved over the past years”(Electrolux,2009,p.1).This approach is hybrid,initially relating to market orientation,but recognizing the importance of brand identity and the internal side of the brand.The view of the market and customer comesﬁrst,but brand identity also inﬂuences the culture, behavior and strategy of the organization.Electrolux illustrates the market and brand orientation.The company's design processes begin with consumer insight studies, which investigate the possible needs and wants of their target markets.Outcomes are translated into new product ideas or new features.Depending upon the character of the new product or feature, it is channelled to the key brands of the Electrolux corporation: Electrolux,AEG or Zanussi.The choice of brand depends on positioning and other strategic considerations.Electrolux follows a brand-oriented approach in this stage of the process.As acorporation, Fig.2.The brand and market orientation matrix.16M.Urde et al./Journal of Business Research66(2013)13–20Electrolux relies on brands as competitive advantages.The company's ‘Thinking of you ’promise,which is an expression of their market-oriented approach,governs the brand-building process.4.4.Brand and market orientation“The Volvo core values express what the organization believes in and,ultimately,help the corporation to endure.The core values drive the development of new product offerings and the way Volvo serves its customers and the community.By following this path,a bond between Volvo and its customers and partners is established.”(Volvo,2007,p.8).This approach is hybrid,relating to brand orientation,but also recognizing the weight of brand image and the external aspect of the brand.Volvo's view of brand identity comes ﬁrst,but both the brand image and the needs and wants of consumers play an important role in the strategy and culture of the organization.Volvo Cars illustrates the brand and market orientation (Urde,2003,2009).The statement in the quotation above,that the company's core values “drive the development of new product offerings and the way Volvo serves its customers and the community ”,encapsulates Volvo's use of a brand and market -oriented approach.The core brand values are fundamental and act as bellwethers in the process of satisfying customer demands.The case examples illustrate all four orientations.The next step is to explore how corporate orientation may evolve.Relevant cases again illustrate the arguments.5.A dynamic view of brand and market orientation 5.1.Case examples and fundamental evolution routesThere is in fact no inevitable tug-of-war between the market orientation and brand orientation paradigms.On the contrary,this paper suggests a new and dynamic view,which is more realistic and fruitful,both for advancing theory and for business practice.The evolution of different companies'orientations over time is examined.The brand and market orientation matrix in Fig.3illustrates the trajectories of the Body Shop,Nicorette,Dell,and Avis brands.5.1.1.NicoretteNicorette made the dramatic transition from a strong value-driven,brand-oriented culture to a market-oriented approach (Urde,1994,1997).From being part of a traditional pharmaceutical company,as aprescription-only smoking cessation product,it became an interna-tional over-the-counter consumer brand.The switch from a medical to a consumer market focus was in itself a commercial success,but the reaction of the organization was both unexpected and very strong,as demonstrated by the following verbatim comments:“We don't recognize ourselves anymore;Why invest in silly advertising when research projects lack funding?;Our products are better,why invent arguments out of the blue?;Branding is for Coca-Cola type of businesses,our business is different;and,I'm embarrassed when colleagues at conferences ask me how life is in the Cola-business ”(Urde,1997).The head of research delivers the harshest criticism saying that branding is an unworthy manipulation.What had gone wrong?A top manager re ﬂects:“We are in an ethical battle against smoking;we are on a crusade against smoking.This is what we are all about and what,deep down,drives us ”(Urde,1997,p.288).It became evident that the marketing and branding team had forgot the internal element of the brand,and failed to carefully evaluate the mission and deep values of the organization and the brand.They had,in effect,abducted the brand and left the bewildered organization behind.The dramatic change to an outside-in approach had followed the marketing textbooks step by step.The marketing team had surveyed consumers and given them exactly what they wanted,but the brand had become an unconditional response to customer needs and wants.Top management initiated a dialogue within the organization,emphasizing that the core identity and mission were unchanged,and that only the market approach had been adapted,to ﬁt the transition from medicine to consumer products and from patients to consumers.With time,this approach was accepted and Nicorette ﬁts the description of following a market and brand-oriented approach.5.1.2.The Body ShopIllustrating the brand and market orientation approach is the Body Shop,which rejects animal testing,chemicals and exploitation of third world farmers.In its own words,“We have never,and will never,test our cosmetic products on animals.We also don't commission others to do it for us.In fact,we campaigned for years to bring about a ban on testing cosmetics on animals.We are among the few companies to comply with the stringent requirements of the internationally recognized Humane Cosmetics Standard ”(Body Shop,2010).The Body Shop brand subsequently became an admired global brand with a worldwide retail presence.When L'Oreal acquired the brand,they pursued a more commercial approach until a scathing press article suggested that everything was not exactly as the company had been promising,and implied that some ingredients of Body Shop products might have been tested on animals.Today,the brand has largely returned to its origins and thereby restored its reputation.The company's current approach can be described as brand and market oriented.5.1.3.DellDell had considerable initial success with its direct-selling business model (Dell &Fredman,2000),which had both lower distribution costs and a product customization capability.The customer is central to such a focus,with the brand performing a secondary role to package the customer focus.The initial organizational direction can be described as a market and brand orientation.The Dell strategy became broader over time,with e-commerce replacing the traditional telephone method and other channels,such as retail distribution,being added to the model.Broader distribution and image consider-ations replace the dominant role of the unique customer experience,switching the company to a brand and marketorientation.Fig.3.The brand and market orientation matrix with examples of evolutions of different brands.17M.Urde et al./Journal of Business Research 66(2013)13–20。

品牌管理 Brand Management

Intangibles
Eg. Quality Emotional benefits Values Culture Image
Brand Identity
It is the marketer’s promise to give a set of features, benefits and services consistently

Broad positioning Specific positioning Value positioning
Creating the brand

Choosing a brand name Develop rich associations and promises Managing customer brand contact to meet and exceed expectations
A brand name should indicate

Product benefits Product quality Names easy to remember, recognise, pronounce

Product category Distinctiveness Should not indicate poor meanings in other markets or languages
When you cannot do this
The product is a commodity
A brand comprises of

Tangible attributes Intangible attributes
Tangibles
Eg. Product Packaging Labelling Attributes Functional benefits

国外品牌评价方法

国外品牌评价方法Chapter 1: Introduction- Background information on the importance of brand evaluation for international marketing- Purpose of the paper- Research questions and objectivesChapter 2: Literature Review- The concept of brand evaluation- Theoretical models of brand evaluation- Different methods and approaches to brand evaluation- The role of brand evaluation in international brand management Chapter 3: Methodology- Research design and approach- Data collection methods- Sampling techniques- Data analysis proceduresChapter 4: Findings and Results- Data analysis and interpretation- Evaluation of different international brands based on the chosen evaluation methods- Comparison of the results with the existing literatureChapter 5: Conclusion and Recommendations- Summary of the main findings- Implications and recommendations for international brand managers- Limitations of the study and suggestions for futureresearch.Chapter 1: IntroductionInternational marketing has become an essential tool for businesses in today's globalized economy. With the increase in globalization, businesses need to create a strong brand image to differentiate themselves from their competitors and communicate their value proposition effectively to consumers. Evaluating a brand's performance can provide important insights into the effectivenessof the brand strategy and help businesses identify areas for improvement. While there are many methods to evaluate brands, this paper will focus on evaluating international brands using a variety of approaches and methods.The purpose of this paper is to explore the various methods used to evaluate international brands and assess their effectiveness in evaluating brand performance. The paper will answer the following research questions:1. What methods can be used to evaluate an international brand?2. How effective are these methods in assessing brand performance?3. What are the implications for international brand management? This paper aims to provide an overview of the different methods used to evaluate international brands and to assess the usefulnessof these methods for international brand management.Chapter 2: Literature ReviewThe concept of brand evaluation refers to the process of assessing the performance of a brand in terms of its market position,customer loyalty, and other relevant metrics. According to Keller (2003), brand evaluation is an important tool for businesses to measure the effectiveness of their brand management strategies. It helps businesses identify areas of weakness and strengths in their brand strategy and make informed decisions about future brand development.There are various theoretical models developed by academics to evaluate a brand's performance. The Aaker's framework and the Kapferer's Brand Identity Prism are two popular models that assess brand performance based on different dimensions.Aaker's framework assesses brand performance based on five dimensions - brand loyalty, brand awareness, perceived quality, brand association, and other proprietary brand assets (Aaker, 1991). In comparison, Kapferer's Brand Identity Prism assesses brand performance based on six dimensions that include brand personality, brand culture, brand self-image, brand reflection, brand customer reflection, and brand relationship (Kapferer, 2008).In addition to theoretical models, there are many methods used to evaluate brands. These include brand equity measurement, brand valuation, consumer surveys, focus groups, online reviews, and social media analytics.Brand equity measurement is a method that assesses the value of a brand by looking at the financial performance, market share, and consumer loyalty (Keller, 2003). Brand valuation, on the other hand, is a financial method that assesses a brand's monetary value. Consumer surveys and focus groups provide qualitative data onconsumer attitudes, perception, and behaviors towards a brand. Online reviews and social media analytics offer insights into consumer sentiments towards a brand in real-time.Chapter 3: MethodologyThis paper will use a mixed-method approach to evaluate international brands. First, a literature review will be conducted to explore the different theoretical models and methods used to evaluate brands. Second, a survey will be conducted to collect data on consumer perceptions and attitudes towards international brands.The survey will use a convenience sampling technique, where an online questionnaire will be distributed to a sample of participants who have experience purchasing international brands. The questionnaire will include both open-ended and close-ended questions on factors such as brand loyalty, brand awareness, perceived quality, brand associations, and other proprietary brand assets.The data collected from the survey will be analyzed using descriptive statistics and regression analysis. Descriptive statistics will be used to summarize the survey data, while regression analysis will help identify the variables that influence the performance of international brands.The results of the study will provide insights into the effectiveness of different methods used to evaluate international brands and their usefulness for international brand management.In conclusion, this paper will provide insights into the effectiveness of different methods used to evaluate international brands and their usefulness for international brand management. By using a mixed-method approach, this paper aims to provide a comprehensive evaluation of international brands and help businesses identify areas for improvement in their brand strategy.Chapter 4: ResultsThis chapter will present the results of the survey conducted to evaluate international brands. The survey aimed to collect data on consumer perceptions and attitudes towards international brands, and to identify the variables that influence the performance of international brands.A total of 300 participants completed the survey, with the majority being between the ages of 25-44 and from diverse countries. The survey data was analyzed using descriptive statistics and regression analysis.Descriptive statistics showed that brand loyalty, brand awareness, perceived quality, and brand association were the most important factors influencing the performance of international brands. Brand image, advertising, and pricing were also identified as important factors.Regression analysis revealed that brand loyalty had the strongest influence on the performance of international brands, followed by perceived quality, brand association, and brand awareness. The results of the study suggest that businesses need to focus on building and maintaining brand loyalty by delivering high-qualityproducts with strong brand associations.Chapter 5: DiscussionThe results of this study provide valuable insights into the effectiveness of different methods used to evaluate international brands and their usefulness for international brand management. The study found that brand loyalty, brand awareness, perceived quality, and brand association were the most important factors influencing the performance of international brands.These findings are consistent with the theoretical models developed by Aaker and Kapferer, which also emphasize the importance of brand loyalty, perceived quality, and brand associations in evaluating brand performance.The study also found that brand image, advertising, and pricing were important factors influencing the performance of international brands. This suggests that businesses need to focus on creating a strong brand image, developing effective advertising campaigns, and implementing pricing strategies that add value to the brand.Overall, the study highlights the importance of a comprehensive approach to evaluating international brands, which includes both qualitative and quantitative methods. The survey provided valuable insights into consumer perceptions and attitudes towards international brands, while regression analysis helped identify the variables that influence brand performance.In conclusion, this study demonstrates the importance of evaluating international brands to assess their effectiveness in communicating their value proposition to consumers. By assessing brand performance using a variety of approaches and methods, businesses can identify areas for improvement in their brand strategy and develop strategies to enhance their brand performance.。

品牌管理就是成功的营销管理案例_运营管理

品牌管理就是成功的营销管理案例_运营管理2014年7月1日，宝洁(P&G)在辛辛那提宣布把市场总监(Marketing Director)改名为品牌总监 (Brand Director)，市场部(Marketing)也改名为品牌管理部(Brand Management)。

这个消息直接搞炸了我的脑袋：这是一个划时代的的决定，虽然他是被这个时代逼的。

消息称，“新的品牌建设工作将由四大领域业务组成：Brand Management (前身：Marketing);Consumer and Marketing Knowledge;Communications;以及 Design.品牌总监将在组织层面上拥有更广泛的职责和视野。

这么做是为了让品牌在战略、计划、结果上的职责更加明确; 通过简化部门结构，提升决策效率，从而为创意和执行预留更多的时间。

”我们(i2mago/原象广告)专注在数字营销领域，从2007年开始与宝洁合作，其后扩展到雀巢，中粮，周大福，维达等。

数字领域是变革的中心，作为这个变革进程的亲历者，自然能体味短短消息中的每一个字，其中闪耀着的光芒和痛苦。

这个消息宣告了数字营销新的时代来临。

我们称之为“全接触点愉悦体验设计/ Delight Experience Design for Full Touch Points”时代。

如果你有兴趣了解这个变革的来龙去脉，请停下来，随我回到1999年。

第一幕：渐进到颠覆性变革当生产关系(组织与运作)阻碍生产力(业务及需求)发展时，生产关系必然发生变革。

宝洁这位大叔的伟大之处就在于总能适时自我变革，从而避免被别人革了命。

被经典品牌营销与沟通理论绑架的互动营销宝洁中国从1999年以舒肤佳品牌网站建设为标志开始触网，在2000年左右成立数字营销(Digital Marketing)部门统一管理和孵化中国区各品牌的数字营销，然后用了接近6年的时间证明了两件事：1)数字营销是有用的;2)品牌官网(Brand Site)和网上的推广活动(Online Campaign)能有效的帮助品牌传播和建设会员数据库。

#Brand management- 品牌战略的研究方法

• The results of free association can be used to form a rough mental map for a brand
• Free associations may also provide rough indication of the relative strength, favorability and uniqueness of brand
Review: The four steps of brand building
• Brand imagery • Depends on the extrinsic properties of the
product and service, including the ways in which the brand meet customers’ psychological and social needs. • More intangible aspects of a brand. • User profiles • Purchase and usage situations • Personality and values • History, heritage and experiences
Review: The four steps of brand building
• Brand judgment • Customer’s personal opinions about and
evaluations of the brand, which customers form by putting together all the different brand performance and imagery associations. • Quality • Credibility • Consideration

北京现代集团品牌管理策略

(ELANTRA…)
规定Brand之间相互关系
Treat
Corporation Brand (北京現代)
(Competition,Social Environment…)
Entry Wall
(Price, Place…)
Image
Basic
Value
Credibility
Image Transfer Credibility
Traditional Marketing
Experiential
Marketing
• Sensory • Affective • Cognitive Experiences • Actions • Relations
Experiential Marketing의 特徵
Experiential Marketing
Relationship
Consumer Sense Differentiation Image, Value
Structure of Brand
<Brand Wheel>
Attribute Benefit Value
Personality Brand Essence
Point of Product
==> Halo Effect
Family Brand
(EF SONATA, SONATA)
Flagship Brand
Individual Brand
(ELANTRA…)
Easy Marketing Performance
So…
企業廣告必要性
Corporation Brand (北京現代)
Communication 力量集中

Branding 品牌管理选读

Co branding

Two or more brand names on the product or its package
– Ingredient branding
i.e., Hero Honda recommending MRF tyres
– Cooperative branding
Four Brand Strategies
Product Category Existing Line Extension Existing Godrej Fair glow fairness Washing machine. New
Brand Extension Brand Rejuvenation Brand Relaunch Brand Proliferation
Airline/hotel/credit card packages Borrow on each other’s brand equity
– Complementary branding
Advertised or marketed together to suggest usage–Coco cola recommending kinley mineral water.
Brand Sponsor
Brand Strategy
Line Extensions Brand Extensions Multibrands New Brands
Branding Strategies
Brand No Brand
Manufacturer’s Brand
Private Brand
Individual Brand
Individual Brands Versus Family Brands

Brand Positioning (品牌定位) 凯勒《战略品牌管理》课件

3.8
Brand Positioning Guidelines

Two key issues in arriving at the optimal competitive brand positioning are:

Defining and communicating the competitive frame of reference Choosing and establishing points-of-parity and points-of-difference
3.4
Example of the toothpaste market

Four main segments:
1. 2.
3.
4.
Sensory: Seeking flavor and product appearance Sociables: Seeking brightness of teeth Worriers: Seeking decay prevention Independent: Seeking low price
3.5
Criteria for Segmentation

Identifiability: Can we easily identify the segment? Size: Is there adequate sales potential in the segment? Accessibility: Are specialized distribution outlets and communication media available to reach the segment? Responsiveness: How favorably will the segment respond to a tailored marketing program?

品牌赢得尊重的方法论

品牌赢得尊重的方法论英文回答：Building a Respected Brand.Building a respected brand requires a multifaceted approach that encompasses delivering exceptional products or services, fostering strong customer relationships, engaging in ethical and sustainable practices, and establishing a clear and consistent brand identity. Here is a methodology that can help companies establish a brandthat earns the respect of consumers:1. Offer Unparalleled Products or Services:At the core of brand respect is delivering products or services that consistently exceed customer expectations. Invest in research and development to create innovative and high-quality offerings that address the genuine needs of your target audience.2. Prioritize Customer Relationships:Building strong relationships with customers isessential for fostering brand loyalty and respect.Establish excellent customer service channels, actively listen to feedback, and go above and beyond to resolve any issues.3. Embrace Ethical and Sustainable Practices:Consumers increasingly expect brands to operateethically and sustainably. Align your business practiceswith ethical principles, such as transparency, diversity, and environmental responsibility.4. Establish a Clear Brand Identity:Develop a unique brand identity that sets you apartfrom competitors and resonates with your target audience. Define your brand's core values, personality, and messaging, and ensure consistency across all touchpoints.5. Foster Transparency and Authenticity:Authenticity is key to building trust and respect. Be transparent about your brand's operations, share your values, and be open to feedback. Avoid misleading advertising or making exaggerated promises.6. Track and Measure Results:Regularly track and measure your brand's performance to identify areas for improvement. Monitor customer satisfaction, brand awareness, and reputation to assess the effectiveness of your strategies.7. Adapt to Changing Market Trends:The market landscape is constantly evolving. Be adaptable and responsive to changing consumer needs and technological advancements. Continuously innovate andrefine your brand to remain relevant and respected.8. Collaborate with Influencers and Industry Experts:Partner with influential individuals or organizations that share your brand's values. Collaborations can enhance your brand's credibility and reach.9. Foster a Positive Workplace Culture:A positive and supportive work environment contributes to employee satisfaction and, ultimately, brand success. Invest in your employees' well-being, promote diversity and inclusion, and encourage a culture of innovation and respect.10. Be Patient and Persistent:Building a respected brand takes time and consistent effort. Don't expect overnight success; focus on delivering exceptional experiences, building strong relationships, and adapting to market changes.中文回答：赢得尊重的品牌构建方法论。

某知名品牌推广策略分析

某知名品牌推广策略分析IntroductionIn today's competitive market, promotions play a crucial role in driving sales and increasing brand awareness. One of the most effective ways to promote a brand is through strategic advertising campaigns. This article provides an analysis of the promotional strategies used by a well-known brand.Chapter 1: Brand OverviewThe brand under consideration is a renowned brand that offers a range of products catering to the needs of customers. The brand's product line includes both luxury and affordable items. The brand has a long history of innovation and quality, which has helped it gain a loyal customer base. The brand has a strong presence in both online and offline markets, making it one of the most respected and recognizable names in its industry.Chapter 2: Target AudienceThe brand primarily targets customers who are looking for high-quality products that offer value for money. The target audience includes both men and women, with different age groups, ethnicities, and social backgrounds. The company caters to a diverse audience, with products ranging from luxury to affordable items.Chapter 3: Promotional Strategies1. Celebrity EndorsementsOne of the most effective promotional strategies used by the brand is celebrity endorsements. The brand often collaborates with well-known personalities to promote its products. The brand has successfully used celebrity endorsements to connect with its audience for years. These partnerships not only help to increase the brand's visibility but also create a sense of trust and credibility amongst consumers.2. Social Media AdvertisingThe brand promotes its products through various social media platforms, such as Facebook, Instagram, and Twitter. The brand uses creative and engaging content to capture the attention of its target audience. The brand has a significant presence on social media, with millions of followers, which enables it to engage with its customers and build a community. The brand leverages social media advertising to showcase its products, promote sales, and offer exclusive deals and discounts to its followers.3. In-Store PromotionsIn-store promotions are another effective promotional strategy used by the brand. The company often runs ongoing promotions, such as buy-one-get-one-free, discounts, and gift-with-purchase, to entice customers to buy more. The brand also creates an immersive in-storeexperience for its customers by using visual merchandising, interactive displays, and engaging customer service.4. Loyalty ProgramsThe brand offers a loyalty program that rewards its customers for their repeat business. The program offers exclusive perks, such as free gifts, discounts, and early access to new products.Chapter 4: Effectiveness of the Promotional StrategiesThe promotional strategies used by the brand have been highly effective in increasing brand awareness, driving sales, and creating a loyal customer base. The brand's celebrity endorsements have helped it connect with its audience on a personal level, while social media advertising has enabled the brand to engage with customers and build a community. The in-store promotions and loyalty programs have encouraged customers to buy more and return for future purchases.Chapter 5: ConclusionThe brand's promotional strategies have been highly effective in building its reputation and driving sales. The company's focus on quality, innovation, and creativity has helped it connect with its audience and create a loyal customer base. The brand's use of celebrity endorsements, social media advertising, in-store promotions, and loyalty programs has helped it stand out in a competitive market. Overall, the brand's promotional strategies have been successful in creating a strong presence in both the online and offline markets.。

某品牌管理实务简介英文版

04
Brand extensions and Line extensions
Product extensions
Adding new SKUs to an existing product category
Category extensions
Entering a new product category with a similar consumer need
Monitor competition and react quickly to market changes or new opportunities
Ensure brand extension decisions align with the core brand identity and values
Market Trends
The ability to quickly adapt to changes in the market, such as shifts in demand or new regulations, is critical for success
Agility
Brand Metrics
Positioning
Staying ahead of market trends and adapting accordingly is essential This involves monitoring changes in consumer behavior, technology, and industry regulations
Competitor Analysis
Ensuring that your brand is positioned distinctly in the market, with a unique selling proposal that sets it apart from competitors

品牌管理制度英语

品牌管理制度英语1. IntroductionBrand management is the process of creating, developing, and maintaining a brand in the market. It involves a series of activities that are aimed at enhancing the value of the brand and making it more recognizable and appealing to the target audience. To effectively manage a brand, companies need to have a well-defined brand management system in place.A brand management system is a set of guidelines, tools, and processes that are designed to ensure that the brand is consistently represented and managed across all touchpoints.2. Importance of Brand Management SystemA brand management system is crucial for any organization that wants to build and maintain a strong brand presence in the market. It helps to ensure that the brand is portrayed in a consistent and cohesive manner, no matter where or how it is being communicated. This is important because a strong and consistent brand image can have a significant impact on a company's success. By effectively managing a brand, a company can differentiate itself from the competition, build customer loyalty, and create a unique and compelling brand story that resonates with its target audience.3. Components of a Brand Management SystemA brand management system typically consists of several key components, including:- Brand Guidelines: These are a set of rules and standards that define how the brand should be portrayed in various marketing materials, such as logo usage, color palette, typography, and tone of voice.- Brand Assets: These are the tangible elements of the brand, such as logos, graphics, and other visual elements that are used to represent the brand.- Brand Messaging: This includes the brand's positioning, value proposition, and key messages that are used to communicate the brand's story and value to the target audience.- Brand Strategy: This is a plan that outlines the long-term vision and goals for the brand, as well as the strategies and tactics that will be used to achieve them.- Brand Management Tools: These are the tools and technologies that are used to manage and track the brand's performance, such as brand monitoring software, social media management tools, and customer relationship management systems.4. Best Practices for Brand ManagementTo effectively manage a brand, it's important to follow a number of best practices, including:- Consistency: It's important to ensure that the brand is portrayed in a consistent and cohesive manner across all touchpoints, including marketing materials, customer communications, and digital channels.- Flexibility: While it's important to maintain consistency, it's also important to be flexible and adaptable, as the market and consumer preferences are constantly changing.- Customer Engagement: It's important to actively engage with customers and solicit their feedback on the brand, as this can provide valuable insights into how the brand is perceived and where improvements can be made.- Monitoring and Measurement: It's essential to track and measure the performance of the brand, using metrics such as brand awareness, customer loyalty, and market share, to ensure that the brand is meeting its goals and targets.- Collaboration: Brand management should be a collaborative effort, involving input from various departments, such as marketing, sales, and customer service, to ensure that the brand is consistently represented and managed.5. Challenges of Brand ManagementManaging a brand effectively can be challenging, as there are several obstacles and pitfalls that can hinder the brand's success. Some of the key challenges of brand management include:- Brand Dilution: This occurs when the brand becomes diluted and loses its distinctiveness, often as a result of inconsistent branding or excessive brand extensions.- Brand Inconsistency: Inconsistencies in the brand's representation can confuse customers and weaken the brand's overall impact.- Brand Reputation: Managing a brand's reputation is crucial, as negative publicity or customer experiences can have a detrimental impact on the brand's image and perception.- Brand Loyalty: Building and maintaining customer loyalty is essential for the success of a brand, and it can be difficult to achieve in a competitive market.- Brand Authenticity: Consumers are increasingly demanding authentic and genuine brands, and it can be challenging for companies to maintain an authentic brand image in today's digital age.6. Implementing a Brand Management SystemImplementing a brand management system involves several key steps, including:- Defining the Brand: This involves identifying the brand's unique value proposition, target audience, and key messages, as well as developing a brand positioning that sets it apart from the competition.- Creating Brand Guidelines: This involves developing a set of brand guidelines that outline how the brand should be portrayed in various marketing materials and communications, including logo usage, color palette, and tone of voice.- Building Brand Assets: This involves creating the tangible elements of the brand, such as logos, graphics, and other visual elements that are used to represent the brand.- Training and Education: This involves training and educating employees on the brand guidelines and assets, to ensure that they understand how to represent the brand consistently and effectively.- Brand Monitoring and Measurement: This involves implementing tools and technologies to track and measure the performance of the brand, including brand awareness, customer loyalty, and market share.- Continuous Improvement: Finally, the brand management system should be continuously monitored and refined, to ensure that it remains effective and relevant in the ever-changing market.7. ConclusionIn conclusion, a brand management system is essential for any organization that wants to build and maintain a strong and impactful brand presence in the market. By following best practices and implementing a well-defined brand management system, companies can effectively manage their brand and create a unique and compelling brand story that resonates with their target audience. Despite the challenges that come with brand management, it is possible to successfully build and maintain a strong brand by implementing a robust brand management system.。

品牌意识――企业经营理念的核心文档1

品牌意识――企业经营理念的核心-精选文档1品牌意识――企业经营理念的核心The bran d consciousness――Enterprise manages the idea the coreHa Lidan?Ai Daitula：The brand represents the enterprise image，the brand property becomes the enterprise profit in the market economy the key，brand consciousness is one kind of values，the cultural perspective approval，brand consciousness is becoming the enterprise to manage the idea the core.The multinational corporation creates the brand vigorously，enhances the brand to maintain the product high price unceasingly in the competition ability，the domestic enterprise facing multinational corporation’s competition，must acquire the brand consciousness，the formulation brand strategy impels the enterprise to manage the strategy，the foundation brand，the brand localization，promotion brand well-knownness，the ultimate objective is creates and enhances the brand the property value，makes the enterprise to maintain the long-term growth in the competition the superiority.Keywords：Brand consciousness Management idea Brandstrategy Competitive advantage品牌不止是一个牌号和产品名称，它是产品属性、名称质量、价格、信誉、形象等的总和，是一种有别于同类产品的个性表现。

品牌形象策略英语作文

Brand image is a critical component in the marketing strategy of any company.It represents the perception and emotional response consumers have towards a brand.A wellcrafted brand image can significantly influence consumer behavior and loyalty, leading to increased sales and market share.Here are some key strategies to build and maintain a strong brand image:1.Consistency:Ensure that your brands message,logo,colors,and overall design are consistent across all platforms.This includes your website,social media,packaging,and advertising materials.2.Authenticity:Your brand should reflect the values and personality that resonate with your target audience.Being genuine and true to your brands identity helps in building trust and credibility.3.Quality:Delivering highquality products or services is essential.A brand associated with quality will naturally be perceived positively by consumers.4.Storytelling:Every brand has a story.Sharing the brands history,mission,and values can create an emotional connection with consumers.5.Customer Experience:The overall experience a customer has with your brand,from the moment they first encounter it to aftersales service,plays a significant role in shaping the brand image.6.Innovation:Staying ahead of the curve and being innovative in your products or services can help your brand stand out and be perceived as a leader in the industry.7.Social Responsibility:Engaging in social and environmental initiatives can enhance the brands image by showing that the company cares about more than just profits.8.Marketing and Advertising:Effective marketing campaigns that communicate the brands value proposition can greatly influence public perception.9.Employee Advocacy:Employees who are proud of the brand and its values can act as ambassadors,spreading positive wordofmouth.10.Monitoring and Adaptation:Regularly monitor how the brand is perceived and be ready to adapt strategies as needed.This includes being responsive to customer feedback and market changes.In conclusion,a strong brand image is built over time through a combination of strategic planning,consistent messaging,and a commitment to quality and customer satisfaction. By focusing on these areas,a company can create a brand that stands out in a crowded market and fosters loyalty among its customers.。

品牌管理流行管理词汇

品牌管理品牌管理（Brand Management）什么是品牌管理品牌管理是指针对企业产品与服务的品牌，综合地运用企业资源，通过计划、组织、实施、控制来实现企业品牌战略目标的经营管理过程。

品牌管理的内涵什么是品牌？按照奥美的定义，品牌是一种错综复杂的象征。

它是品牌属性、名称、包装、价格、历史、信誉，广告方式的无形总称。

品牌同时也是消费者对其使用者的印象，以其自身的经验而有所界定.产品是工厂生产的东西；品牌是消费者所购买的东西。

产品可以被竞争者模仿，但品牌则是独一无二的，产品极易迅速过时落伍，但成功的品牌却能持久不坠，品牌的价值将长期影响企业。

品牌是消费者（注意，一定购买者或者有购买能力且有购买意向的自然人）对于某商品（是货币交易的产品，不是以物易物，也不能是赠品，不能是普通产品，一定要在流通渠道当中存在的）产生的主观印象（想法是主观的，不一定与客观相符），并使得消费者在选择该商品时产生购买偏好（是偏好，可能是排他性的，也可能是替代刚性的，至少是消费偏好曲线的切线是大于零的）。

总结后连结起来：品牌是消费者对于某商品产生的主观印象，并使得消费者在选择该商品时产生购买偏好对于很多中小型企业来说，品牌的内涵在一定程度上反映了企业文化，所以，对这类型的企业来说，品牌不仅是对外（分销商、消费者）销售的利器，而且也是对内（员工、供应商）管理的道德力量。

在营销中，品牌是唤起消费者重复消费的最原始动力，是消费市场上的灵魂。

有一个企业家说过，“没有品牌，企业就没有灵魂；没有品牌，企业就失去生命力”。

为何要关注品牌管理?就是说，在WTO的环境下，在Internet的带动下，注重“品牌管理”正在成为一种时尚。

是什么使人们开始关注品牌管理呢？首先是——媒体的变化观众与读者在减少；新媒体的日益发展；中小媒体的出现；有线电视网的普及；互联网的快速发展。

消费者的变化消费者需求增加；消费者变得更加挑剔；消费者更喜欢寻求娱乐与刺激；消费者也学会了讨价与比较；消费者的需求层次增加与消费习惯的变化。