品牌营销战略参考文献和英文文献翻译
品牌营销策略外文文献
品牌营销策略外文文献Brand Marketing StrategyIntroductionBrand marketing is a crucial aspect of any business strategy as it helps create awareness, build loyalty, and differentiate a company's products or services from its competitors. This paper aims to discuss various brand marketing strategies and their importance in the global market.Importance of Brand MarketingBrand marketing plays a vital role in creating a positive perception of a brand in consumers' minds. It helps build trust, credibility, and loyalty among customers, leading to repeat purchases and brand advocacy. A strong brand also allows a company to command premium prices for its products or services and gives it a competitive advantage in the market.Brand Positioning StrategyBrand positioning is a crucial step in brand marketing strategy as it determines how a brand should be perceived in the market. It involves identifying the target audience, understanding their needs and preferences, and positioning the brand in a way that resonates with them. This can be achieved through effective communication, advertising, and branding activities.Brand Differentiation StrategyBrand differentiation is an essential aspect of brand marketing, especially in highly competitive markets. It involves highlighting the unique features, benefits, or values of a brand that set it apart from its competitors. This can be done through product innovation, superior quality, excellent customer service, or a unique brand personality.Brand Extension StrategyBrand extension is a strategy where a company uses its established brand name to launch new products or enter new markets. This strategy leverages the existing brand equity to gain a competitive advantage and reduce the risk associated with introducing new products or entering new markets. However, it is important to ensure that the brand extension aligns with the brand's core values and does not dilute its equity.Digital Marketing StrategyWith the advent of the internet and social media, digital marketing has become an integral part of brand marketing strategy. It helps businesses reach a wider audience, engage with customers in real-time, and build an online brand presence. Digital marketing activities include search engine optimization (SEO), social media marketing, content marketing, influencer marketing, email marketing, and paid advertising.Customer Relationship Management StrategyBuilding strong relationships with customers is essential for long-term success and brand loyalty. Customer relationship management (CRM) strategy involves collecting and analyzing customer data to understand their preferences, needs, and behaviors. This information can then be used to personalize marketing communications, offer tailored products or services, and provide excellent customer service.ConclusionIn conclusion, brand marketing plays a crucial role in the global market as it helps create awareness, build loyalty, and differentiate a brand from its competitors. Various brand marketing strategies, such as brand positioning, differentiation, extension, digital marketing, and customer relationship management, can be used to achieve these objectives. It is essential for businesses to continuously evaluate and adapt their brand marketing strategies to stay competitive and meet evolving customer preferences.。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译……………………………………………………………………….………… 1 摘要…………………………………………………………………………….……………… 1 1. 品牌战略内涵与其功能意义…………………………………………..….….….………2 2. 我国企业品牌发展概况………………………………………………….….…...……．…3 2.1 国内品牌与国外品牌相比存在着很大的差距……………………….….…………3 2.2 品牌发展缺乏整体规划 (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择………………………………………………………….……．……..6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力………………………….….…6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚 (6)3.3 遵循品牌设计规律注重品牌形象……………………………………………....…7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations ofthe functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy exist. BrandMistakes …………………………………..……….14 3strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve thecompetitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to参考文献 1 年小brand competition (17)山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎.品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄:河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M .杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. TheProfitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，MarketersDiscover What Quality Pearly MeanM . Business Marketin61987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
品牌营销策略外文翻译文献
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
奢侈品品牌企业国际化营销外文文献翻译译文3000多字
奢侈品品牌企业国际化营销外文文献翻译译文3000多字XXX luxury firms in China。
with a focus on the role of design and marketing capabilities。
Before delving into the specifics。
the author provides a brief overview of XXX.2.Luxury market in China: current state and future prospectsThe luxury market in China has XXX。
XXX and services in the future。
The author highlights the importance of understanding the unique characteristics of the Chinese market and XXX.3.XXXXXX in China。
The author argues that firms with strong design XXX.4.XXXXXX in China。
The author emphasizes the XXX Chinese consumers and their preferences。
as well as building strong XXX.5.Case XXXXXX the Chinese market through effective design and XXX.6.n: the XXXIn n。
the author emphasizes the critical role of design and XXX in the Chinese market。
XXX.Emerging markets are known for their high level of entrepreneurship。
品牌营销策略外文翻译参考文献
品牌营销策略外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)翻译：个性、顾客品牌偏好和品牌社群：关于顾客、品牌和品牌社群的实证研究1 引言目前，学术界有关品牌社群的研究非常多，如苹果电脑Mac、哈雷摩托车和大众汽车的高性能两箱小车Golf GTI品牌社群的研究，还有乐于购买科幻小说的社群。
这些研究都证实了学术界对品牌社群有着巨大兴趣，应用到营销类的文献并论证了它们之间实际的相关性。
品牌社群是指“一种专门的、不受地理区域限制的社群，它建立在使用某品牌的消费者之间一整套社会关系的基础上”。
研究表明，品牌社群可以影响社员的感知和行为，并且它作为谈论品牌的场所，是想法和创新的来源。
品牌社群内的顾客会相互影响彼此，同时通过人际交流的过程，他们进而可以影响其他顾客。
最重要的是，顾客与中心品牌的关系的塑造和深化根本上受品牌社群成员之间的社交的影响。
品牌社群与市场营销经理有密切关系至少有三个原因。
第一，它们是市场信息的重要来源。
通常，社群成员拥有大量的产品知识，他们不仅讨论新产品的介绍、产品的功能和市场营销活动，而且他们甚至会对新产品的发展有好点子；第二，品牌社群通常被认为可以实施特定的营销策略的截然不同的细分市场；第三，品牌社群在培养品牌关系方面有着重要作用，因为品牌社群成员有着很强的品牌承诺和品牌忠诚。
尽管品牌社群的形成机理和作用的研究已经很有一定深度，但是对于个人层面的品牌参与动机的理解还不够充足。
品牌社群之中有三种主要的关系影响着顾客的行为：顾客与品牌、顾客与顾客和顾客与社群之间的关系。
在最新的研究中，我们关注其中的两种关系：顾客与品牌之间的关系（特别是顾客的产品依恋）和顾客与社群之间的关系（特别是社员对品牌社群的认同）。
在接下来的文献回顾中，我们大概地讨论了顾客与品牌的关系，特别是在品牌社群的环境下。
之后，我们回顾了第二种关系（在顾客与社群自身之间）方面的文献。
接着，本文进行了实证研究，并结合数据分析。
营销策略业务英文文献及翻译
营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。
品牌营销文献翻译
Brand internationalization strategy beyond thestandardization/adaptation dichotomy. (fragment)Nabil GHANTOUSGREFI- Université Paul CézanneAix-Marseille III, France.ghantousnabil@19 Bd Emile ZOLA13100- Aix En Provence- France.0033 6 72 07 04 51presented at the Thought Leaders International Conference on Brand Management, 15-16th April 2008, Birmingham- UK.** The author would like to thank Pr. Jean PHILIPPE for his valuable comments on earlier versions of this paper.Brand internationalization strategy beyond thestandardization/adaptation dichotomy.AbstractThe standardization vs. adaptation choice of international brands should no longer be seen as dogmatic nor as a rigid dichotomy. Instead, it should be regarded as a combination of these two options, depending on contingent factors at a given time on a given market. Building on a review of the different visions of consumers’ culture, we present a modelling of the intermediate solutions combining both elements of standardization and adaptation, and that is better suited today for demand and supply driven considerations. Thus, we first delimitate the questions that need to be considered when formulating the international marketing strategy and mix, and then we present a simplified framework of two dimensions, products’ global vocation and demand’s global homogeneity, leading to a matrix of four strategic options for international branding.Keywords: international branding, standardization/adaptation, internationalization matrix,co nsumers’ culture.Brand internationalization strategy beyond the standardization/adaptation dichotomy.While globalization and the culturescapes it is shaping (Appadurai 1990) intensify, multinational corporations face important challenges in their international marketing efforts, especially concerning the management of their brands. In fact, taking its brand on an international level offers great opportunities both for the survival of the firm and its expansion (Melewar and Walker 2003), but at the same time confronts it with different options concerning its strategic and operational marketing decisions.There is no consensus today in the international marketing literature on a unique terminology for international brands (Hsieh 2002, Medina and Duffy 1998). Nevertheless, despite agrowing number of terms used in this domain (e.g. local brands, global, post-global, foreign, multi-domestic…), it is most common to oppose the global brand, that standardizes its marketing across its different markets, to the local brand that adapts its marketing to cultural and socio-economic settings (e.g. Aaker and Joachimsthaler 1999, Kapferer 2005, Van Raaij 1997). This criterion reflects the importance of the standardization vs. adaptation question in international branding, often considered as one of the major research and managerial problems (Prime and Usunier 2003).However, many researchers consider this opposition between the global and the local brand as a rigid dichotomy (Buzzell 1968, Russell and Valenzuela 2005, Svensson 2002), and propose to replace it with a more realistic brand internationalization continuum (e.g. de Chernatony, Halliburton and Bernath 1995, Hsieh and Lindridge 2005, Papavassiliou and Stathakopoulos 1997). For instance, Schuiling and Kapferer (2004) consider a third option between these two extremes, the international brand, which standardizes only a part of its marketing strategy and tactics.The object of this article is thus twofold. First, building on the capital importance of consumer’s cultu re for branding, we review the literature to present the social and cultural underpinnings of each of these three branding options. Then, in the second section, we present a simplified framework delimitating both the strategic questions brand managers face and the solutions they could consider when choosing the internationalization strategy of their brands. Finally we conclude by presenting the limitations of our work and future research orientations.Social and cultural underpinnings of international branding strategy:The question of whether to standardize or to adapt the international marketing has received great attention during the last forty years, both options presenting positive arguments as well as serious limitations. In this framework, economies of scale are and by far the main advantage of global brands (e.g. Aaker et al. 1999, Barron and Hollingshead 2004, Buzzell 1968, de Chernatony et al. 1995, Douglas, Craig et Nijssen 2001, Kapferer 2005, Levitt 1983, Melewar et al. 2003, Papavassiliou et al. 1997, Schuiling et al. 2004, Quelch 1999). In fact, as global brands standardize their marketing strategy and mix, this generates important cost savings in many areas of their marketing (e.g. R&D, promotion), thus allowing the brand to poor more investments into its marketing actions and/or to have more competitive prices than its local competitors. Furthermore, with distribution channels going global, global brands seem to have much better bargaining power than local ones (Barron et al. 2004, de Chernatony et al. 1995). Important international brand equity also allows these brands to better conquer new markets (Douglas et al. 2001), launch new products (Schuiling et al. 2004) and brand extensions (Quelch 1999).While these important advantages of global brands are mostly on the supply side (de Chernatony et al. 1995), global standardization can also be a source of added value for consumers. In fact, standardizing marketing strategy and mix can assure a strong, unique and consistent brand image across markets (Melewar et al. 2003, Schuiling et al. 2004). Thus, Johansson and Ronkainen (2005) found that global brands are associated with greater esteem, while Steenkamp, Batra and Alden (2003) found that brand globalization positively impacts perceived quality and brand prestige. Alden, Steenkamp and Batra (1999) explain this better perception by consumers’ feeling of belonging to a superior, more prestigious segment when consuming global brands. Nevertheless, this added value for consumers is minor when considering the demand side of the standardization/adaptation issue, where culturaldifferences are still the main barrier to global branding.In fact, even in the globalization era, cultural differences are still important today and widely impact consumers’ behaviour. In a general way, Hofstede (1980) uses the terms of “mental programming” to emphasise the importance of culture on people’s general behaviour, even though he recognizes the role of individual personality and refutes cultural determinism. On a more specific ground, concerning consumption issues, Cleveland and Laroche (2007, p.250) note that, “more than any other factor, culture is the prime determinant of consumers’attitudes, behaviours and lifestyles, and therefore, they need satisfy through the acquisition and use of goods and services”. Thus, a standardized approach on a global scale may not be appropriate, since consumers reinterpret the brand’s marketing actionsaccording to their cultural backgrounds and lenses, in such a way that the brand perception by the consumers often diverges from the brand expression sent by the firm (Van Gelder 2004). Therefore, local brands’ proximity to local culture allows them to build better relations withtheir consumers and to better respond to their needs; therefore this proximity is one of theirmost important assets (Schuiling et al. 2004).Nevertheless, a global brand vision is not necessarily in conflict with the respect of consumers’ culture. On the contrary, in his seminal paper on the globalization of market s,Levitt (1983) considers that the economies of scale and scope that a global brand must seek inits standardization process can finally be achieved because of the convergence of consumers across markets. Thus, he builds on consumers’ culture and uses it as the main argument for brand standardization. According to Levitt (1983), technology is the most powerful determinant of human preferences. Indeed, by “proletarianizing” tourism, transport and communication, it participates in the convergence of cultures on a global scale, and more precisely of consumers’ tastes and desires. Therefore, these tastes and desires are homogenized in a new world culture mainly characterised by modernity, where cultural differences are no more than “vestiges of the past” (Levit t 1983). Building on this new homogeneous consumer culture, brand globalization becomes at the same time the most suited response to consumers’ demand as well as the most competitive option from the supply side.译文：超越标准化/适应性二分法的品牌国际化战略*发表于品牌管理领袖的国际研讨会，第15-16次会议，2008年4月,英国伯明翰-。
奢侈品品牌企业国际化营销外文文献翻译译文3000多字
文献出处：Maria E, et al. Internationalization strategies of luxury firms in China: the role of design and marketing capabilities[J]. Dipartimento di Scienze Economiche" Marco Fanno", 2013，15（6）：35-41.外文原文Internationalization strategies of luxury firms in China:the role of design and marketing capabilitiesMaria E1. Business internationalization in emerging markets: theoretical premisesEmerging markets are characterized by high level of entrepreneurship, where scholars observed the rise of a new wave of firms able to affirm their business proposal at the international levels. Those “emerging giants” as defined by Khanna and Palepu (2006) are firms born and developed in the specific institutional context of the emerging markets that are able to compete globally. Compared to Western countries, such firms benefit from a higher knowledge about the structural characteristics of the emerging markets in which they are based and can capitalize on them to define their value propositions. EMs have been described in fact as very different from the traditional advanced markets due to their peculiar institutional, cultural as well as consumer behavior characteristics. Moreover, they also show internal differences and therefore a product, process or organizational solution developed for one country may not necessarily be replicated in another one. Hence, firms interested in addressing those markets have to cope with high uncertainty that requires a proactive firm‟s approach toward internationalization and dynamic capabilities to face a dynamic competitive environment (Teece et al., 1997). Furthermore, the complexity of these EMs is increased by the high geographical, cultural and institutional distance of these areas from the domestic markets, where Western companies are used to operate (Meyer et al., 2009). Hence, the marked differences between EMs and advanced economies often force Western firms todevelop new strategies and capabilities (Arnold and Quelch, 1998).2. Firm‟s capabilities and international ization strategies of luxury firms: open issues in ChinaResearch focused on luxury brands (e.g. Fionda and Moore, 2009) has in fact specifically highlighted how it is important for luxury firm‟s performance to develop an integrated global brand identity, by leveraging on communication and retail to reinforce the message. On the one hand luxury firms invest in creating customer experience during the product use and in the purchasing process. On the other hand, customers collaborate to co-create the meanings related to brands (Tynan et al., 2010). The role of design in nurturing the exclusivity and experience for luxury products is specifically important (e.g. Ravasi and Lojacono, 2005).From an internationalization point of view, Swan et al. 2005 showed that robust design capabilities can sustain the development of global products, not only from a technological or functional, but also aesthetical perspective (global brands). As a fundamental element of design and marketing, aesthetic is able to differentiate the product and to create intangible value for customers. According to Swan et al. (2005) research, firm‟s robust aesthetic capabilities are not negatively correlated with speed-to-market in high-uncertainty environments, such as those characterizing emerging markets. Nevertheless, the firm with robust design capabilities is more ready to eventually balance the trade-off between standardization and adaptation (flexible products tailed also for smaller customer niches).Moore et al. (2010) analyzed internationalization strategies of 12 luxury companies by focusing on flagship stores as a market entry method. Luxury companies conceive international flagship stores differently from other stores in terms of scale, design, location, set-up and operating costs: flagship stores represent the brand identity and the world proposed by the company and the locations are selected not only to generate turnover, but also for prestigious goals. While the international sale networks has managed also through department stores and boutiques, luxury companies have to enter into new markets through direct investments for strategic reasons (Moore et al., 2010). Shanghai and Beijing are mentioned among the most important locations in emerging markets.First studies on luxury in China (e.g. Saviolo, 2006) have pointed out how luxury firmsapproached the Chinese. Firms such as Louis Vuitton or ErmenegildoZegna that invested inChina at the beginning of the …90s has settled the trends for other luxury companies, i.e. building the brand through localization. However, recent studies have depicted the growing internal variety of the Chinese luxury market, where Chinese customers approach luxury products with very different attitudes. According to Zhan and He (2011) China‟s luxury consumption is about 25% of the global share, transforming China in the second market for global luxury products, after Japan. More important, not only the upper class but also China‟s middle-class consumers are becoming important targets for luxury. In his book on Chinese luxury consumer behavior, Xiao Lu (2008) identified four segments of customers based on psychographic segmentation approach (luxury intellectuals, lovers, followers and laggards).According to this research it emerges how it is fragmented and dynamic also the luxury niche, usually approached by firms through a global approach as stated before. Moreover, we can observe also the rise of Chinese offering in the luxury market, such as in the case of the company Shanghai Tang – founded in 1994 by David tang and acquired in 1998 by Richmont, the Swiss luxury group – aiming at rejuvenate the Chinese fashion.On the one hand, design and marketing capabilities are crucial for luxury markets, but on the other hand they are also relevant for approaching emerging markets. Coupling those perspectives, in the case of dynamic and uncertain markets such as China, the firm has to develop dynamic capabilities (Teece et al., 1997) to approach those markets and the need of adaptation of the marketing variables (i.e. products) can involve also global luxury firms.In our view robust design and marketing capabilities of a luxury firm positively influence the performance in the Chinese market and may offer the opportunity for an adaptation of the global strategy at the national – Chinese – level even in the case of luxury offering.3. Entering and managing the luxury Chinese market: the Bisazza case studyIn order to confirm this position we explore the role of design and marketing capabilities though the analysis of the case study of an Italian company – Bisazza – specializing in luxury home products.Founded in 1956 in a small town in the Vicenza province (Alte – Montecchio Maggiore, inthe North East part of Italy), Bisazza is now a global leader in the production of glass mosaic and high-quality covering for private and public buildings. Bisazza distinguishes itself because of its orientation to the culture of design-based products and its international vocation, by transforming its products into luxury ones (Di Maria and Paiola, 2012).Bisazza strategy is oriented to position its offering on fashion and luxury, through an upgrading process that involve design and culture as key assets of the new brand strategy. Bisazza, in fact, developed collaboration with an international network of designers that reinvent the product, followed by a direct investment in internal design competences with the Bisazza Design Studio. Based on the mix of aesthetics, distribution and interaction with opinion leaders, as well as co-marketing, Bisazza wants to offer a memorable experience totheir customers, interested in buying an atmosphere and quality of living instead of a simple product. Bisazza invested in commercial sales networks, also participating in the most famous design fairs.The Chinese market is particularly interesting for Bisazza not only because of its growth of demand for luxury products, but also for cultural reasons. Compared to other luxury products, there is a long tradition of mosaic in China for building covering and Bizazza has been favoured from this point of view. Hence, Bisazza did not face particular problems related to the cultural distance that may affect other Western products in emerging markets. Even if there are Chinese mosaic producers, they offer cheaper products not conceived for luxury and hence Bisazza did not face intense competition in its target market.However, this process of selection has faced higher difficulties compared to other foreign markets Bisazza was used to address. At the beginning local dealers were contacted through Bisazza‟s fair participation and market research of Bisazza area managers. Despite this initial effort, only through a targeted communication strategy oriented to present the product characteristics and peculiarities Bisazza was able to skim within possible dealers. In fact, interested Chinese dealers reacted to communication inputs by offering their collaboration to Bisazza and signal their intention to distribute such a luxury product in the Chinese market.Bisazza have in fact heavily invested in communicating the Made-in-Italy origin of the product, by leveraging the country-of-origin positive effect that Italy has in the Chinese market and worldwide (Aiello et al., 2009). Marketing effort was addressed to augment the visibility of the brand through the management of relationships with key opinion leaders and influences in the Chinese market based in selected cities. In few years Bisazza has been able to increase its market share in China, by controlling directly the distribution channel (stores located in Chinese first and second-tier cities).Initially, the Chinese customers have accepted the Bisazza product, offered as in other countries, since they appreciate its innovativeness as design-driven mosaic product (not just covering, but also a way to create experience in luxury home). After a first period of market expansion based on communication of global brand and direct sales management, Bisazza perceived the need to change its offering in order to cope with the opportunities of the Chinese market. While on the one hand, Bisazza had in its product portfolio a mosaic inspired to China (“China Birds”) before its entrance into China, on the other hand, the company perceived new market chances interacting with Chinese designers and local architects for specific projects. By leveraging on its design capabilities Bisazza started to develop tailored offering conceived for the Chinese market, in addition to the standard collection “prêt-àporter”.4. Implications and future researchThe Bisazza case study shows how the peculiarities of the Chinese market can shape the internationalization strategy of luxury companies. On the one hand, by leveraging on its marketing capabilities related to communication and distribution management Bisazza has been able to rapidly enter into the Chinese market and modify the customers‟ perception of the product. On the other hand, the robust design capabilities of the firm – in terms of Bisazza design studio as well as its experience to manage international networks of designers (and projects) –support the company in exploiting new opportunities offered by the Chinese market. Based on the interaction with Chinese designers Bisazza understood the potentialities of offering bespoke products to Chinese customers, overcoming the global approach proposedin other international markets.In our study those two sets of capabilities emerge as important in order to balance the advantages of global strategy in the luxury industry with the adaptation to the Chinese peculiarities as emerging market. Firms with robust design capabilities – in terms of internal competences and design network management –can face specific requests related to emerging markets.At the same time, firm‟s capabilities to launch and manage global brands support firm‟s entrance in difficult markets such as the Chinese one. However, this process of adaptation requires dynamic capabilities since it has to be managed by maintaining the coherence with the company‟s global brand identity – as one of the assets of luxury companies. Limits of this study relate to the initial stage of our empirical analysis, based on a single case study presented. Further research should explore multiple case studies and compare different industry specialization to consider the trade-off between global strategies and adaptations in the Chinese market for global companies.译文奢侈品企业国际化营销战略玛利亚1新兴市场中的国际化经营: 理论前提新兴市场的特点之一就是高水平的企业家精神，专家学者们都观察到了新一波公司的崛起，这些公司的商业计划书都能达到国际水平。
Brand-Leadership品牌战略大学毕业论文外文文献翻译及原文
Brand-Leadership品牌战略大学毕业论文外文文献翻译及原文毕业设计（论文）外文文献翻译文献、资料中文题目：品牌战略文献、资料英文题目：Brand Leadership文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。
它旨在提高产品的认知价值给客户，从而提升品牌特许经营和品牌资产。
营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。
这可能会增加决策与竞争产品相比更有利的销售。
它也可能使制造商收取更多的产品。
品牌的价值是取决于它的利润总额为制造商产生。
这可能导致从增加的销售和价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。
这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P和L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理和执行。
在这方面，品牌管理通常是在组织视为一个单独比市场更广泛和更战略性的作用。
由《Interbrand》和《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。
麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。
两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。
管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil阁下麦克尔罗伊著名的备忘录的结果。
营销策略外文翻译参考文献
营销策略外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)市场营销策略1 市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。
然而，在大多数市场中，购买者的需求不一致。
因此，对整个市场采用单一的营销计划可能不会成功。
一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。
市场细分使公司能更加有效地利用其营销资源。
而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。
市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。
但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。
确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。
统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。
采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。
多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。
2 产品定位管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。
因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。
市场营销人员可以从各种定位策略中加以选择。
有时，他们决定对某一特定产品采用一种以上的策略。
以下是几种主要的定位策略：2.1与竞争者相关的定位对一些产品来说，最佳的定位是直接针对竞争对手。
该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。
为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。
公司甚至为电脑制造商出钱，让它们在自己的广告中带上“Intel Inside”标志。
作为市场领导者，可口可乐公司推出新产品并实施其市场营销策略。
同时，它密切注视百事可乐公司，以确保对主要竞争对手的任何一次巧妙、有效的营销举措采取相应的对策。
关于品牌价值的外文文献原文以及翻译译文
关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of theenterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider. Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions arenibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission. Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: /962577.html) You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing thefollowing trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with local enterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。
企业品牌战略研究外文文献及中文翻译.doc
企业品牌战略研究外文文献及中文翻译..附件1：外文译文企业品牌战略研究在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。
企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。
一、日系品牌全线崩溃XXXX年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一，众多昔日名牌“昙花一现”。
中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。
第二，品牌战略已日渐引起国内企业重视，政府的扶持。
自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
品牌营销战略参考文献和英文文献翻译
摘要从品牌战略的内涵与其功能意义入手，探讨了品牌.钱略在企业营销中的作用。
在分析我国企业营销品牌战略发展状况的基础上，认为，提高品牌意识，搞好.兄牌定位，塑造良好品牌形象，综合运用多种竞争手段，是企业品牌营销的必然选择。
关键词:品牌战略；企业;品牌策略;品牌定位1。
品牌战略内涵与其功能意义所一谓品牌战略是指企业通过创立市场良好品牌形象，提升产品知名度，并以知名度来开拓市场，吸引顾客，扩大市场占有率，取得丰厚润回报，培养忠诚品牌消费者的一种战略选择品牌战略是现代企业市场营销的核心。
从品牌战略的功能来看，一个品牌不仅仅是一个产品的标志，更多的是产品的质量、性能、满足消费者效用的可靠程度的综合体现。
它凝结着企业的科学管理、市场信誉·追求完美的精神文化内涵，决定和影响着产品市场结构与服务定位·因此，发挥品牌的市场影响力，带给消费者信心，给予消费者以物质和精神的享受正是品牌战略的基本功能所在。
实践一证明，良好品牌往往能给人以特别印象，在同等质量下可以索取较高价格。
有些公司拥有良好的品牌甚至还一可以在不同国家逆周期、反季节制造产品，从而使成本与收益流量畅通[1]。
经济全球化背景下，国际竞争越来越表现为品牌的竞争，现代跨国公司绝大多数都是世界知名品牌公司，尤其注重品牌战略的运用，通过品牌这种全方位的输出形态，跨国公司逐步占领了国际市场，可以毫不夸张地说，而今，品牌已是跨国公司市场选择的唯一要素·第二，监督和保一证产品价植品牌是一个集合概念，它包括产品质量、形象·技术、功能、效用等诸多内容。
创造一个广受消费者欢迎的品牌产品，需要日积月累的努力和长期的品质、价值保证。
第三，实现规模经济效益品牌成长带动了企业产品价格上扬，需求增加，有利于企业扩大再生产，增加规模经济收益。
第四，保证企业不断壮大和持续发展许多跨国公司认为，成功品牌的价值不仅在于它们能够保一证将来的收入，增加顾客对公司产品的需求，更在于企业出现危机时能给他们予以支持，确保企业长期发展。
品牌营销战略-外文翻译
外文翻译原文Title: Brand LeadershipMaterial Source: NewYork The Free Press Author: Aaker ,David A Brand management is the application of marketing techniques to a specific product, product line, or brand. It seeks to increase the product’s perceiv ed value to the customer and thereby increase brand franchise and brand equity. Marketers see a brand as an implied promise that the level of quality people have come to expect from a brand will continue with competing products more favorable.It may also enable the manufacturer to charge more for the product. The value of the brand is determined by the amount of profit it generates for the manufacture. This can result from a combination of increased sales and increased price, and/or reduced COGS(cost of goods sold), and/or reduced or more efficient marketing investment. All of these enhancements may improve the profitability of a brand, and thus, “Brand Managers” often carry line-management accountability for a brand’s P&L(Profit and Loss) profitability, in contrast to marketing staff manager roles,which are allocated budgets from above, to manage and execute. In this regard, Brand Management is often viewed in organizations as a broader and more strategic role than Marketing alone.The annual list of the wor ld’s most valuable brands, pulished by Interbrand and Business Week, indicates that the market value of companies often consists 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 seriously impact shareholder value, which ultimately makes branding a CEO responsibility.The discipline of brand management was started at Procter& Gamble PLC as a result of a famous memo by Neil H, McElroy.Principles of brand managementA good brand name should:• be protected (or at least protectable) udder trademark law.• be easy to pronounce• be easy to remember.• be easy to recognize.• be easy to translate into all languages in the markets where the brand will be used attract attention• suggest product benefits• suggest the company or product image• distinguish the product “s positioning relative to the competition• be attractive.Types of brands>premium brand>economy brand>fighting brand >corporate branding > individual branding >family branding >Functions of brand(For consumers) Identification of source of product, Assignment of responsibility to product maker, Risk reducer, Search cost reducer, Symbolic device. Signal of quality(For Manufacture)Means of identification to simplify handling or tracing, Means of legally protecting unique associations，Source of competitive advantage, Source of financial returns,(“Strategic Brand Management”3rd edition ,Kevin Lane keller) Brand architectureThe different brands owned by a company are related to each other via brand architecture. In“product 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 consumer brands such as Tide,Pampers,Abunda,Ivory and Pantence.With “endorsed brand architcture”,a mother brand is tied to product brands, such as The Courtyard Hotels(products brand name)by Marriott(mother brand name).Endorsed brands benefit from the standing of their mother brand and thus save a company some marking expense by virtue promoting all the linked brands whenever the mother brand is advertised.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 with the same voice. A good example of this brand architecture is the UK-based conglomerate Virgin.Virgin brands all ite business withits nameTechniquesCompanies somethings want to reduce the number of brands that they market. This process is known as “Brand rationalization” Some companies tend to create more brands ans product variations within a brand than economies of scale 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 space allocated to competing brands).A company may decide to rationalize their portfolio of brands from time to time to gain production and marketing efficiency, or to rationalize a brand portfolio as part of corporate restructuring.A recurring challenge for brand managers is to build a consistent brand while keeping its message fresh and relevant. An older brand identity may 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 throngh demographic evolution. Repositioning a brand(sometimes called rebranding),may cost some brand equity,and can confuse the Target market, but ideally,a brand can be repositioned while retaining existing brand equity fou leverage.Brand orientation is a deliberate approach to working with brands, both internally and externally. The most important driving force behind this increased in strong brands is the accelerating pace of globalization.This has resulted in an ever-tougher competitive situation 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 tnru up on market have dramatically shortened product lifecycles. The consequence is that product-related competitive advantages soon risk being transformed into competitive prerequisites. For this reason, increasing numbers of companies are looking for other, more enduring, competitive tools-such as brands. Brand Orientation refers to“the degree to which the organization values brands and its practices are oriented towards building brand capabilities”(Brdson&Evans.2004).ChallengesThere are several challenges associated with setting objectives for a category.• Brand managers somethings limit themselves to setting financial and market performance objectives.They mat not question strategic objectives if they feel this isthe responsibility of senior management• Most product leval or brand managers limit themselves to setting short-term objectives bacause their compensation packages are designed to reward shore-term behavior. Short-term objectives should be seen as milestones towards long-term objectives.• Often product leval managers are not given enough information to construct strategic objectives.• It is sometimes difficult to translate corporate leval objectives into brand-or product-level category• In a diversified c ompany, the objectives of some brands may conflict with those of other brands. Or worse. Corporate may conflict with the specific needs of your brand, This is particularly true in regard to the trade-off between stability and riskiness. Corporate objectives must be broad. enough that brands with high-risks products are not constrained by objectives set with cash cows in mind( see B,C,G,analysis), The brand manager also needs to know senior management’s harvesting strategy.• Brand managers somethings s et objectives that optimize the performance of Their unti rather than optimize overall corporate performance. This is particularly true where compensation is based primarily on unit performance. Managers tend to ignore potential synergies and inter-unit joint processes• Overall organisation alignment behind the brand to achieve Integrated Marketing is complex.• Brands are sometimes criticized within social media web sites and this must be monitored and managed.• Also because of the developmen t of such social technologies, developing a social strategy to develop or increase social currency becomes increasingly importantOnline brand managementCompanies 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，Online 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 perhaps equally damaging, infractions, such as the unauthorized use of a brand logo or even for negative brand information(andmisinformation)from online consumers that appears in online communities and other social media platforms. The red flag can be something as benign as a blog rant about a bad hotel experience or an electronic gadget that functions below expectations.译文标题：品牌营销战略资料来源：纽约：自由出版社作者：阿克，大卫品牌管理是营销技术应用到具体产品，产品线或品牌。
品牌营销策略中英文对照外文翻译文献
品牌营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:品牌消费把品牌看作产品的一个重要组成部分，品牌可以增加产品的价值。
例如大多数消费者会认为一瓶鸦片香水是高品质，价格昂贵的产品。
但是同样样的香水放在不知名的瓶子中可能会被视为质量较低，即使香味是相同的。
品牌已成为产品战略的一个核心问题。
一方面，发展品牌产品，需要一个大量的长期的营销投资，尤其是对广告，促销和包装。
制造商往往会发现自己仅仅做产品更容易，更便宜，而让别人做品牌建设。
例如，台湾厂商已采取这种方法。
他们做出了大量世界服装，电子消费和电脑，但是这些产品却不采用台湾的品牌名称进行销售。
另一方面，多数厂家最终了解到公司的核心竞争了在于掌握品牌。
例如，名牌服装，电子和计算机公司可以用马来西亚和其他地方的便宜资源可以取代台湾制造厂家。
台湾生产者对于更廉价的供应商而导致的销售额减少无能为力- 消费者忠诚的是品牌，而不是生产者。
然而，过去日本和韩国企业，没有犯这样的错误。
他们花巨资为他们的产品建立，如索尼，松下，JVC，现代，金星和三星这些品牌。
即使这些公司没有能力在自己的本土上制造他们的产品，他们的品牌名称继续指挥顾客的忠诚度。
强大的品牌拥有消费者的专营权–那就是，他们能够指挥消费者的忠诚度。
这意味着大量的客户需要这些品牌和拒绝替代品，即使这些替代品以某种低价供应。
那些具有较强消费专营品牌的公司能够抵抗竞争对手的促销策略。
因此，它使供应商投入巨资建立强大的国内甚至全球的认同和偏好的品牌变得有意义。
什么使品牌？也许，专业营销人员最突出的技能是他们创建，维护，保护，巩固和提升品牌的能力。
品牌是一种名称，术语，标志，符号，设计或它们的组合，这是用来确定某种商品或服务的卖家，把他们从竞争对手中区别开来。
因此，一个品牌标识产品的制造商或供应商。
例如可乐- 任何制造商可以生产可乐，但只有可口可乐公司生产可口可乐。
品牌是不是一个新现象。
在过去的一百年中，它的使用已有了相当大的发展。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6)3.3 遵循品牌设计规律注重品牌形象..........................................................7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations of the functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy existMistakes …………………………………..……….14 3. Brand strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve the competitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to brand competition ……………..…..17 参考文献1 年小山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎. 品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3 梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄: 河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M . 杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. The Profitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，Marketers Discover What Quality Pearly MeanM . Business Marketin6 1987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
市场营销战略论文中英文外文翻译文献
市场营销战略论文中英文外文翻译文献XXXConsumer r studies how individuals。
groups。
and ns choose。
acquire。
use。
dispose of products。
services。
experiences。
and ideas to satisfy their needs and the XXX。
consumer r research has focused on pre-purchase and post-XXX。
XXX view and can help us examine the indirect effects of consumer n-making and the XXX。
companies must offer more value to their target customers than their competitors。
Customer value is the balance of XXX.1.Marketing StrategiesFor each selected target market。
XXX a target market is whether the company can provide higher consumer value compared to XXX strategies。
XXX markets.1.1 ProductA product XXX of their needs。
not the specific material characteristics.1.2 nXXX includes advertising。
personal selling。
public ns。
packaging。
XXX.1.3 PricingPrice is the amount of money consumers must pay to acquire and use a product。
品牌管理参考文献及外文文献翻译-英语论文
品牌管理参考文献及外文文献翻译-英语论文品牌管理参考文献及外文文献翻译参考文献[1] (美国)迈克尔.R.所罗门. 消费者行为学[M] . 经济科学出版社,2002. [2] 陈艳. 名牌战略及实施[J] . 商业研究,2005(1).[3] 雷平. 我国实施名牌战略过程中的难点及对策思考[J] . 商业研究,2004(5).[4] 蔡凯龙. 创名牌更要保名牌[J] . 经营管理者,2003(5). [5] 安进. 塑造品牌[M] . 山西:山西经济出版社,1999.[6] Michael Armstrong : Makeing The Brand[M] . English EconomicalPublishing House, 2005.[7] 朱方明. 品牌促销[M] . 中国经济出版社,2003(1).[8] Paul Temporal : How Does The Brand Develop[M] . Journal ofAppliedEconomics , 2003[9] 西荛. 品牌的动态策划[J] . 品牌策划新主张,2002(1). [10] 张续焦,帅建淮. 成功的品牌管理[M] . 北京:中国物价出版社,2002. [11] 李芳. 名牌战略与创新[J] . 中国名牌,2005(9).本文源自六维论文网 [12] 孙立平. 中国企业品牌战略的制胜之道[J] . 决策探索,2004(2). [13] 叶明海. 品牌创新与品牌营销[M] . 河北:河北人民出版社,2003:15-18,31. [14] 王二院,如何演绎品牌[J] .中国名牌,2003(1).[15] DEL.J.Hawkins : Consumer Behavior[M] . MCGraw-Hill , 2002.[16] Phillip Kotler : Marketing Management[M] . Printice-hall , 2004.绪论新经济时代的大型企业面临的最主要问题是如何建立和管理企业的品牌。
企业品牌战略研究外文文献及中文翻译
附件1：外文译文企业品牌战略研究在经济全球化的今天,如何适应国际化潮流,建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手,探讨了品牌战略在企业营销中的作用.企业需要综合运用多种竞争手段提高品意，搞好品牌定位,塑造良好品牌形象。
一、日系品牌全线崩溃2006年11月22日上午,NEC宣布将推出2G及2.5G手机市场,这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是,日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点:一是企业制度呆板,决策困难，反应速度慢，与另市场现实格格不入,难以适应快速变化的中国市场；二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一,众多昔日名牌“昙花一现”。
中外企业在市场上的品牌大战,使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌,不是被抢注商标，就是被收购、挤垮,即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例,上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购,其后的品牌形象就一再下滑。
第二，品牌战略已日渐引起国内企业重视，政府的扶持。
自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就,从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
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品牌营销战略参考文献和英文文献翻译目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6)3.3 遵循品牌设计规律注重品牌形象..........................................................7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations of the functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy existMistakes …………………………………..……….14 3. Brand strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve the competitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to brand competition ……………..…..17 参考文献1 年小山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎. 品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3 梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄: 河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M . 杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. The Profitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，Marketers Discover What Quality Pearly MeanM . Business Marketin6 1987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
在分析我国企业营销品牌战略发展状况的基础上认为提高品牌意识搞好品牌定位塑造良好品牌形象综合运用多种竞争手段是企业品牌营销的必然选择。
关键词：品牌战略企业品牌策略品牌定位1. 品牌战略内涵与其功能意义所谓品牌战略是指企业通过创立市场良好品牌形象提升产品知名度并以知名度来开拓市场吸引顾客扩大市场占有率取得丰厚利润回报培养忠诚品牌消费者的一种战略选择。
品牌战略是现代企业市场营销的核心。
从品牌战略的功能来看一个品牌不仅仅是一个产品的标志更多的是产品的质量、性能、满足消费者效用的可靠程度的综合体现。
它凝结着企业的科学管理、市场信誉、追求完美的精神文化内涵决定和影响着产品市场结构与服务定位。
因此发挥品牌的市场影响力带给消费者信心给予消费者以物质和精神的享受正是品牌战略的基本功能所在。
实践证明良好品牌往往能给人以特别印象在同等质量下可以索取较高价格。
有些兯司拥有良好的品牌甚至还可以在不同国家逆周期、反季节制造产品从而使成本与收益流量畅通1 。
经济全球化背景下国际竞争越来越表现为品牌的竞争现代跨国兯司绝大多数都是世界知名品牌兯司尤其注重品牌战略的运用通过品牌这种全方位的输出形态跨国兯司逐步占领了国际市场可以毫不夸张地说而今品牌已是跨国兯司市场选择的唯一要素。
第二，监督和保证产品价值品牌是一个集合概念它包括产品质量、形象、技术、功能、效用等诸多内容。
创造一个广受消费者欢迎的品牌产品需要日积月累的努力和长期的品质、价值保证。
第三，实现规模经济效益品牌成长带动了企业产品价格上扬需求增加有利于企业扩大再生产增加规模经济收益。
第四，保证企业不断壮大和持续发展许多跨国兯司认为成功品牌的价值不仅在于它们能够保证将来的收入增加顾客对兯司产品的需求更在于企业出现危机时能给他们予以支持确保企业长期发展。
2. 我国企业品牌发展概况市场开放以来外商、外资大量涌入在给我国企业和市场注入了新鲜血液和活力的同时也为我国企业带来了前所未有的竞争压力。
受传统观念和落后经营方式的影响我国企业在品牌竞争意识方面普遍不强因此吃了不少苦头。
一些企业为此丢了市场一些企业因为品牌保护力度不够被挤出了市场还有些企业良好知名品牌被国外企业恶性抢注从此一蹶不振在品牌竞争中处处处于被动地位。
反观国外企业它们大多以品牌为先锋以雄厚资本和先进技术为后盾不惜一切代价抢占东道国市场将产品和服务充斥在东道国市场每一角落。
一般而言国际知名品牌主要集中在报酬率高市场容量大的汽车、家用电器、日用化工、饮料、药品、电信等行业。
在我国只要一提到索尼、松下、飞利浦、摩托罗拉、诺基亚、西门子、奔驰、通用、可口可乐、百威、宝洁等国际知名品牌相信每一位国人都不会陌生这或许是一种生活品质的改变但更多的恐怕是对本国品牌的无奈。
残酷的市场竞争事实教育了我国企业的商品经营者也警醒了企业的品牌意识。
最近几年来我国企业在培养品牌竞争力方面投入了一定的人力物力与财力关注也取得了一定的骄人成绩形成了一批如长虹、海信、TCL 、海尔、格兰仕、联想等颇有世界影响力的知名品牌。
甚至在整个社会层面上连普通的民营企业主、个体商贩也懂得了要进行商标注册要进行品牌宣传。
形势虽然喜人情况却依然不容乐观从品牌战略发展的高度来看我国企业还存在着诸多问题: 2.1 国内品牌与国外品牌相比存在着很大的差距这种差距反映在国内品牌的数量、质量、规模、影响力方面和品牌成长环境方面包括法规、管理、规划、战略实施以及品牌理论的深入和品牌观念的普及方面都还处于起步阶段。
以中外企业品牌对抗为例国外企业知名品牌在中国市场上长驱直入占据大半河山市场占有率每年以10 左右的速度递增3 。
国内企业知名品牌则寥寥无几市场不兴前景堪忧国外企业品牌成长已经上升到了知识产权保护的高度国内企业品牌却还在与假冒伪劣产品纠缠不清国外企业靠经营和技术树立品牌国内企业靠宣传和命名树立品牌国外企业早已转向开发品牌内在价值强调品牌的产品扩散效应和产业组织聚合效应以获取更高的溢价收益和稳定收益。
国内企业却还停留在品牌外在标记形象上认识品牌作用将品牌仅仅看作是产品的附属和象征而已国外企业对知名品品牌营销战略参考文献和英文文献翻译牌的巩固是以保护产品质量和声誉为观念。
国内企业反以满足无形资产评估坐享其成为观念。
如此种种均将表明我国企业品牌发展的道路必将是路漫漫其修远兮尚需上下而求索。
2.2 品牌发展缺乏整体规划成功的品牌形象塑造绝不是品牌战略自身的事情它要涉及到企业经营管理的所有重大战略决策诸如产品质量、技术开发、经营规模、品牌设计、广告策划、市场营销、人才战略设计等各个方面。