品牌国际化外文翻译文献
毕业论文外文文献翻译Brand-Strategy-Research企业品牌战略研究
and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba,
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consumers blurted out genuinely few domestic brands.With the opening up further,to
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brand-name companies have been cities for the 100000yuan reward-200000yuan.
毕业论文英文文献总结《品牌》
毕业论文英文文献总结《品牌》第一篇：毕业论文英文文献总结《品牌》毕业论文中英翻译Brand050511班陈露20051235 Concepts Some people distinguish the psychological aspect of a brand from the experiential aspect.The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience.The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a product or service.People engaged in branding seek to develop or align the expectations behind the brand experience(see also brand promise), creating the impression that a brand associated with a product or service has certain qualities or characteristics that make it special or unique.A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace.The art of creating and maintaining a brand is called brand management.Careful brand management, supported by a cleverly crafted advertising campaign, can be highly successful in convincing consumers to pay remarkably high prices for products which are inherently extremely cheap to make.This concept, known as creating value, essentially consists of manipulating the projected image of the product so that that the consumer seesthe product as being worth the amount that the advertiser wants him/her to see, rather than a more logical valuation that comprises an aggregate of the cost of raw materials, plus the cost of manufacture, plus the cost of distribution.Modern value-creation branding-and-advertising campaigns are highly successful at inducing consumers to pay, for example, 50 dollars for a T-shirt that cost a mere 50 cents to make, or 5 dollars for a box of breakfast cereal that contains a few cents' worth of wheat.A brand which is widely known in the marketplace acquires brand recognition.When brand recognition builds up to a point where a brand enjoys a critical mass of positive sentiment in the marketplace, it is said to have achieved brand franchise.One goal in brand recognition is the identification of a brand without the name of the company present.For example, Disney has been successful at branding with their particular script font(originally created for Walt Disney's “signature” logo), which it used in the logo for .Consumers may look on branding as an important value added aspect of products or services, as it often serves to denote a certain attractive quality or characteristic(see also brand promise).From the perspective of brand owners, branded products or services also command higher prices.Where two products resemble each other, but one of the products has no associated branding(such as a generic, store-branded product), people may often select the more expensive branded product on the basis of the quality of the brand or the reputation of the brand owner.Brand name The brand name is often used interchangeably w ithin “brand”, although it is more correctly used to specifically denote written or spoken linguistic elements of any product.In this context a “brand name” constitutes a type of trademark, if the brand name exclusively identifies thebrand owner as the commercial source of products or services.A brand owner may seek to protect proprietary rights in relation to a brand name through trademark registration.Advertising spokespersons have also become part of some brands, for example: Mr.Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.The act of associating a product or service with a brand has become part of pop culture.Most products have some kind of brand identity, from common table salt to designer jeans.A brandnomer is a brand name that has colloquially become a generic term for a product or service, such as Band-Aid or Kleenex, which are often used to describe any kind of adhesive bandage or any kind of facial tissue respectively.Brand identity How the brand owner wants the consumer to perceive the brandHoward Schultz(president, ceo and chairman of Starbucks “No-brand” branding Recently a number of companies have successfully pursued “No-Brand” strategies, examples include the Japanese company Muji, which means “No label, quality goods” in En glish.Although there is a distinct Muji brand, Muji products are not branded.This no-brand strategy means that little is spent on advertisement or classical marketing and Muji's success is attributed to the word-of-mouth, a simple shopping experience and the anti-brand movement.Another brand which is thought to follow a no-brand strategy is American Apparel, which like Muji, does not brand its products.[3] [4] [5]Derived brands In this case the supplier of a key component, used by a number of suppliers of the end-product, may wish to guarantee its own position by promoting that component as a brand in its own right.The most frequently quoted example is Intel, which secures its position in the PC market with the slogan“Intel Inside”.Brand extension The exis ting strong brand name can be used as a vehicle for new or modified products;for example, many fashion and designer companies extended brands into fragrances, shoes and accessories, home textile, home decor, luggage,(sun-)glasses, furniture, hotels, etc.Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant guide, Adidas and Puma to personal hygiene.Dunlop extended its brand from tires to other rubber products such as shoes, golf balls, tennis racquets and adhesives.There is a difference between brand extension and line extension.When Coca-Cola launched “Diet Coke” and “Cherry Coke” they stayed within the originating product category: non-alcoholic carbonated beverages.Procter & Gamble(P&G)did likewise extending its strong lines(such as Fairy Soap)into neighboring products(Fairy Liquid and Fairy Automatic)within the same category, dish washing detergents.Multi-brands Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose deliberately to launch totally new brands in apparent competition with its own existing strong brand(and often with identical product characteristics);simply to soak up some of the share of the market which will in any case go to minor brands.The rationale is that having 3 out of 12 brands in such a market will give a greater overall share than having 1 out of 10(even if much of the share of these new brands is taken from the existing one).In its most extreme manifestation, a supplier pioneering a new market which it believes will be particularly attractive may choose immediately to launch a second brand in competition with its first, in order to pre-empt others entering the market.Individual brand names naturally allow greater flexibility by permitting a variety of differentproducts, of differing quality, to be sold without confusing the consumer's perception of what business the company is in or diluting higher quality products.Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten detergent brands in the US market.This also increases the total number of “facings” it receives on supermarket shelves.Sara Lee, on the other hand, uses it to keep the very different parts of the business separate —from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose.In the hotel business, Marriott uses the name Fairfield Inns for its budget chain(and Ramada uses Rodeway for its own cheaper hotels).Cannibalization is a particular problem of a “multibrand” approach, in which the new brand takes business away from an established one which the organization also owns.This may be acceptable(indeed to be expected)if there is a net gain overall.Alternatively, it may be the price the organization is willing to pay for shifting its position in the market;the new product being one stage in this process 毕业论文英文翻译050511班陈露20051235一、概念（一）、概念一些人区别一种品牌的心理是来自经验方面。
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。
中国企业品牌国际化的创新研究【外文翻译】
外文翻译原文Innovation Research on Brand Internationalization of Chinese EnterprisesMaterial Source: The World Bank Author: Stand originally1. IntroductionAlong with the further opening of China, international famous brands come into Chinese market in succession, while Chinese brands speed up upon entering international market. This marks the new age of brand competition, and also the age of co-existing opportunities and challenges of brand internationalization innovation development. Chinese brand innovation is restricted by factors of backward technology standard, weak core competency, poor management, shortage of international talents and so on, which are problems that must be solved in the process of creating international famous brands.2. Impetus for Brand Internationalization Development（1）Brand is an important sign of enterprise economic strength. The market status of brand is determined by enterprises brand awareness, brand investment and brand accumulation. Developed countries create lots of world famous brands that are not only strong economic backbone but also symbols of economic power, which reflects the positive correlativity of economic power and brand position. Lack of international famous brands that relates to weak competency and leads to weak enterprise strength, it is the reason why many weak competitive enterprises have gone bankrupt under the impact of recent global financial crisis.（2）Under the economic globalization, brand internationalization is an important factor for an enterprise to realize scaled operation in production and circulation. From the aspect of supply, production overhead will decrease with the increase of output, and brand internationalization can bring about scaled operation in production and circulation through promoting product output and distribution. Meanwhile, unification in packing, advertisement, promotion and other marketing means can also bring down the marketing cost.（3）Brand development is good for enhancing international influence of an enterprise. Brand internationalization sends messages of trustworthy products orservice, which can earn loyal customers internationally, showing its powerful technology or expertise. Brand sold worldwide not only reflects high quality and credit but also brings convenience for shopping. Brand internationalization development helps enterprises reinforce strategic thinking with global vision to cope with challenges and opportunities in the changes of international situation.3. Opportunities for Brand Internationalization DevelopmentAfter international financial crisis, the tendency of economic integration is more obvious and Chinese economy will integrate further into world economy, which may bring new opportunity for brand internationalization of Chinese enterprises.（1）Successful hosting of Beijing Olympic Games and Shanghai World Expo provides a historical chance for Chinese brand stepping into world market and opportunities for innovation. Through actively involving in Beijing Olympic Games and Shanghai World Expo, being partners, suppliers and sponsors,enterprises can play full use of advantages of those two world activities and build up their own brandimages to promote international image and create world famous brands. In the next few years, there aremore and more similar chances of which Chinese enterprises should take good use to promote enterprisebrands by national brands.（2）Exemplary role of world famous brand. After the transitional period for China’s accession to entering into WTO, domestic market opens larger and deeper and its internationalization tendency becomes more obvious than before, which will brings about more opportunities for cooperating with multinational giants to learn international advanced experience and management and cultivate our own internationalization operational managers that provide support of experience, technology and human resources for reinforcing Chinese brands. The successful case of Geely purchasing Volvo in 2010 provides a good example for transnational merger of Chinese brands.（3）Improvement of policy and law. In recent years, Chinese government has taken a series of policies to support enterprises building their own brands and promoting brand internationalization. At the end of2006, the Ministry of Commerce of the People's Republic of China and National Development and Reform Commission held a joint release of The Directing Advice about Backing up the Development of Famous Brand for Export to forward the process of Chinese brand internationalization through three ways, that is, forwarding the typical, fund support and supporting overseas development. The government has emphasized serviceawareness, built information service platform of overseas policy, business and enterprises situation and perfected laws, regulations and rules to provide with comparatively perfect institutional environment and legal protection for Chinese brand internationalization.4. Barriers for Brand Internationalization Development（1）Weak global brand strategic awareness. For historical reasons, Chinese enterprises, without an understanding of brand internationalization, take it simply as brand recognition system internationalization, lack of world perspective of brand competition, development and construction view of brand. Because of inadequate strategic awareness of global resources, Chinese enterprises are unconfident in fighting for resources worldwide. Lack of global brand rights and interests and weak awareness of intellectual property protection, many well-known brands have been rush registered overseas causing brand rights and interests and intangible assets run off.（2）Insufficient management of brand internationalization. In the brand positioning and designing, Chinese enterprises always mistake foreignized brand recognition system as the symbol of being in line with international standards. Lack of trying in enriching brand connotations, Chinese traditional culture hasn’t been explored in-depth combined with brand connotations. Little understanding about strategic management of brand internationalization and culture export strategy of brand value, enterprises take product export strategic management equal to strategic management of brand internationalization. In fact, product export strategy is only a part of strategic management of brand internationalization, but culture export strategy of enterprise value view weighs a lot. Many enterprises fail in brand operating for insufficient experience in brand overseas operation, that is, little knowledge of merging assets andliabilities and improper strategy positioning, for example, after merging Thomson and Alcatel overseas, TCL gets in trouble, which is the typical case of lack of experience in operating management of brand internationalization.（3）Weak brand core competency. Brand is the core competency of an enterprise under the competitive market, and key ability of sustainable existence and development which grows from and blends into brand connotation. Under the circumstance of economic globalization, cultural value of brand core connotation and enterprise creative technology have become the key factors of brand core competency. Chinese enterprises tend to take product strategy, depending onlow-cost advantage but brand cultural value to occupy the market. Moreover, lack of R&D and innovative abilities, enterprises rely heavily on comparative advantage of low labor cost resulting in small proportion of high-tech product and negligence on creative technology and its follow-up improvement.（4）Shortage of internationalized management personnel. Multi-national work experience, global awareness and high comprehensive quality are required by internationalized management personnel. Without workable activation mechanism of talent introduction and short time in involving in international market, it’s hard for Chinese enterprises to cultivate their own management personnel who know well about international market practice. With few experience of brand internationalized promotion, they cannot make it around the cultural shock environment. Therefore, shortage of internationalized management personnel is the main obstacle on the way of internationalization process.5. Strategy for Brand Internationalization Development（1）Innovative Internationalized talent management mechanism. To train qualified internationalized personnel, Chinese enterprises are required to establish mechanism of personnel flow and broaden two ways of cultivation and introduction. The focus of internationalized talent management should be put on cultivating emotions about enterprise cultural connotation and enhancing cultural construction to create a democratic, open and relax circumstance and humanism management mechanism of respecting talent, serving talent and talent development. In order to encourage knowledge-based personnel plugging themselves into enterprises innovation, incentive mechanism should be set up for internationalized talent and talent’s core competency and some other incentive factor s, such as potential development chance, autonomous woke, business establishment and shared growth.（2）Establishing globalized strategic awareness. Globalized strategic awareness is a necessity for enterprises to create international famous brand. Globalized strategic awareness should run through the whole process of internationalization strategic management, and focus should be placed on view of brand value and share more international market resources. To this end, enterprises position, pack and design brand image first with the angle of globalized strategy. Secondly, enterprises change the view of brand competition and cultivate globalized competitive awareness establishing new constructive view of brand internationalization and boosting international expansion of capable proprietary brand. Thirdly, enterprises emphasize on protection of brand rights and interests andintellectual property.（3）Strengthening technology innovation. Technology innovation is the impetus for enterprises sustainable development. R&D of high-tech product plays an important part in promoting enterprise competency, to achieve the goal of enhancing brand competency through promoting product grade and brand image. Technology innovation is a kind of product innovation under the quality guarantee including original product innovation and differentiation innovation. At the national level, enterprises should invest more on long-term and market prospective fundamental researches to contribute to form independent innovation social atmosphere. While enterprises should invest more on technology innovation, promoting their own technology innovation ability by means of outside alliances, enterprise college research cooperation and so on.（4）Intensifying brand culture marketing. Brand internationalization is not only a kind of economic activity but also a cultural activity. In the market of more and more assimilated product, brand culture has been the key influence of brand core competency. Product possessed with profound brand culture can satisfy its consumers in a special way that builds a stable relationship with consumers and creates a unique culture circumstance of joys for consumers. Chinese enterprises should look for brand cultural connotation in the 5,000-year history of Chinese civilization to form an incomparable character and recognition advantage, while selling product marketing their own culture at the same time.（5）Brand design and positioning from the angle of globalization. Design system of brand recognition should be focused on digging brand’s cultural value and national character. The quality of affinity, simplicity, originality and localization, in comply with their own cultural character and consumption concept, should be showed in the process of recognition system internationalization of brand name and marks. Take Lenovo for example, the brand name changed from Legend to Lenovo showed its unique 178 characteristics. Brand marks should give deep visual impact to consumers, precisely and uniquely, which is demonstrated by Coca-Cola’s brand mark of red ground and white wave that leaves consumers buoyant and unforgettable feelings.6. ConclusionEconomic globalization will introduce enterprises into a new era of brand competency, which promotes Chinese enterprises to innovate in brand internationalization, and improve in talent management mechanism, globalizationawareness; technology innovation, cultural marketing and brand design and positioning that are the strategy and direction of quickening steps on cultivating international famous brands.译文中国企业品牌国际化的创新研究资料来源：世界银行作者：Stand originally1 简介随着中国进一步开放，中国品牌加快进入国际市场的同时，国际知名品牌也同时进入了中国市场。
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。
中国企业品牌国际化外文文献译文
2012 届毕业论文中国企业品牌国际化战略研究系、部：经济与管理系学生姓名：彭诗尧指导教师：王阳职称讲师专业：国际经济与贸易班级：国贸0802完成时间：2012/5/22中国企业品牌国际化战略研究摘要新经济时代，全球化趋势对企业国际化的要求日益迫切。
积极参与国际竞争，改变中国产品的形象，树立中国企业品牌在国际上的地位，已成为中国企业在经济全球化条件下的必然选择。
随着市场竞争的加剧,企业面临的挑战已不仅来自于产品价格和技术、销售渠道与策略、企业管理与文化,如何打造成功的企业品牌,在竞争中形成“品牌壁垒”,已经成为企业需要认真研究的一项重要课题。
文章首先从“品牌国际化”的概念入手，让我们对已有的品牌国际化研究有了初步认识。
并谈到中国企业品牌国际化的是一个必然趋势。
然后对我国企业的品牌国际化道路进行了解析，分析了品牌国际化道路中的有利条件和所遇到的障碍，探讨了一些可行的可选择的国际化策略。
最后，通过联想和海尔的实例分析给出了一些企业品牌国际化道路上的建议。
关键词: 企业；品牌国际化；竞争力ABSTRACTThe new economic era, the trend of globalization is increasingly urgent requirements of the enterprise internationalization. Actively participate in international competition, changing the image of Chinese products, and establish a brand position in the international arena, has become the inevitable choice of the Chinese enterprises in the conditions of economic globalization. As market competition intensifies, enterprises are facing challenges not only from the product prices and technology, sales channels and strategies, corporate governance and culture, how to build a successful brand, the brand barrier "formed in the competition, has become a business an important topic in need of serious study. The article first start from the concept of "international brand", so we have a preliminary understanding of the existing brand internationalization. And it comes to brand internationalization of Chinese enterprises is an inevitable trend. Resolution, and then brand the path of internationalization of our enterprises favorable conditions and the obstacles encountered in the brand internationalization road to explore the possible choice of international strategy. Finally, Lenovo and Haier instance some of the recommendations of the corporate brand on the international road.Key Words: Enterprise；Internationalization；Competitiveness目录摘要............................................. 错误！未定义书签。
关于“品牌”方面的外文文献
外文翻译外文翻译原文1Supply chain interactions due to store-brand introductions: Theimpact of retail competitionStore-brand products are of increasing importance in retailing, often causing channel conflict as they compete with national brands. Focusing on the interactions that arise in single-manufacturer single-retailer settings, previous research suggests that one main driver of store-brand profitability to the retailer is that it leads to a reduction of the national-brand wholesale price. Under retail competition, the Robinson Patman Act then introduces an interesting trade-off: A retailer that introduces a store brand incurs the associated costs and risks, while sharing this benefit with its competition. We show that the resulting interactions can cause retailers to play “chicken”, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in channels with a single retailer, as has been the object of most previous research, and we show that some of the key insights derived from single-retailer models fail to hold when retailers compete. We conduct a numeric study, and our findings suggest that retailers are more likely to randomize their store-brand introduction strategies when customers have strong store preferences, and when the retailers’ store-brand products are similar to the national-brand product in terms of customer valuations and production cost.Intuition suggests that the introduction of store brands increases the retailers’ power in the supply chain and that the manufacturer needs to reduce the wholesale price to sustain national-brand sales. Assuming that this intuition holds and that this wholesale price reduction is one of the key drivers of store-brand profitability, the legislation associated with the Robinson Patman Act introduces an interesting trade-off into the retailers’ decision making. Since the act requires that the manufacturer charges the same wholesale price to all retailers (unless there is a good and fair business reason for differentiation), the manufacturer might have to adjust this “global” wholesale price due to some retailers’ store-brand introduction. While manufacturers in practice justify slight wholesale price differences by differentiating packaging and deliveryoptions, the act ensures such differences to be minor. A retailer that introduces a store brand then incurs the associated risks and costs, while sharing most of the benefit with all competing retailers. We show that such interactions might induce retailers to play chicken, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in supply chains with a single retailer, as has been the object of most previous research.To the best of our knowledge, our work presents the first attempt at explicitly studying the determinants of store-brand introduction decisions of independent and competing retailers. We consider these decisions in a spatial model with aspects of both vertical and horizontal product differentiation, where store-brand introductions are associated with fixed costs. Most analytical research of store-brand introduction interactions in supply chains has considered single-retailer settings. We show that the supply chain interactions that govern store-brand introduction decisions might be of a very different character in the presence of retail competition.Author: Ana Groznik and H. Sebastian HeeseNationality: Ana Groznik（Portugal），H. Sebastian Heese（USA）Originate from: Production, Manufacturing and Logistics由供应链协作引入商店自有品牌：农产品零售业竞争的影响商店自有品牌的产品在零售渠道冲突中变得越来越重要，这往往导致他们与民族品牌产生竞争。
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。
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。
国内外品牌英文作文
国内外品牌英文作文英文：When it comes to brands, both domestic andinternational ones have their own unique characteristics and advantages. Let me share my thoughts on this topic.Firstly, domestic brands have a better understanding of the local market and consumer preferences. They can cater to the needs of Chinese consumers more effectively and efficiently. For example, brands like Li-Ning and Anta have successfully captured the attention of Chinese consumers by designing products that reflect Chinese culture and values.On the other hand, international brands have a global reputation and a wider reach. They often have a more established brand image and a higher level of perceived quality. For instance, brands like Nike and Adidas are known for their innovative designs and high-performance products. They have a strong presence in the global marketand are favored by consumers all over the world.In terms of pricing, domestic brands are generally more affordable than international ones. This is because they have lower production costs and can pass on the savings to consumers. However, international brands often offer better quality and more advanced technology, which justifies their higher price points.In conclusion, both domestic and international brands have their own strengths and weaknesses. It ultimately comes down to personal preferences and needs. As a consumer, I would choose a brand that aligns with my values and meets my expectations in terms of quality, design, and affordability.中文：说到品牌，国内外的品牌都有各自独特的特点和优势。
关于国际品牌战略相关的文献
关于国际品牌战略相关的文献以下是几篇关于国际品牌战略的相关文献：1. Keller, K. L. (1998). Strategic brand management: building, measuring, and managing brand equity. Prentice Hall.（对于品牌建设、度量和管理的经典教材，涵盖了国际品牌战略的核心概念和策略）2. Aaker, D. A., & Joachimsthaler, E. (2000). Brand leadership. Simon and Schuster.（讲述了如何在国际市场上建立和发展品牌领导地位）3. Kapferer, J. N. (2012). The new strategic brand management: advanced insights and strategic thinking. Kogan Page Publishers. （对品牌管理的最新理论和策略做了探讨，包括国际市场上的品牌战略）4. Steenkamp, J. E., & De Jong, M. G. (2010). A global investigation into the constancy of branding practices and the importance of brand trust. Journal of Marketing, 74(6), 92-104. （通过对全球品牌实践的调查和分析，研究了品牌信任在国际市场上的重要性）5. Yoo, B., & Donthu, N. (2001). Developing and validating a multidimensional consumer-based brand equity scale. Journal of Business Research, 52(1), 1-14.（通过量表的开发和验证，研究了消费者基于品牌的多维度品牌资产的构建，在国际市场上的应用）这些文献将提供关于国际品牌战略的理论框架、实践指南和最新研究发现，可作为深入研究该主题的起点。
品牌定位外文文献翻译最新译文
品牌定位外文文献翻译最新译文文献出处：Harrison-Walker L J. STRATEGIC BRAND ORIENTATION [J]. Academy of Marketing Studies Journal, 2014, 18(2).原文STRATEGIC BRAND ORIENTATIONL. Jean .Harrison-WalkerWHAT IS A BRAND ORIENTATION?The term 'brand orientation' was first coined in the early 1990s (Gromark &Melin, 2011). Urde (1999, p. 117) provides the classic definition of a brand orientation as an approach in which the processes of an 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. Grant (1995) explains that the basis of a firm's competitive advantage lies in its unique, valuable, and hard-to-imitate resources and competencies. What constitutes true competitive advantage depends upon the competitors and the customers in the market; these are the points of reference for what is unique and valuable (Urde, 1999, p.118).Gromark and Melin (2011, p.395) expand upon Urde's (1999) definition of a brand orientation:Brand orientation is a deliberate approach to brand building where brand equity is created through interaction between internal and external stakeholders. This approach is characterised by brands being the hub around which the organisation's processes revolve, an approach in which brand management is perceived as a core competence and where brand building isintimately associated with business development and financial performance.In this revised definition, Gromark and Melin (2011) attempt to further emphasize (1) that brand orientation requires a deliberate approach to brand building, as opposed to the ad hoc approach to branding common to many firms (Gromark &Melin, 2005; Baumgarth, 2009) and (2) the importance of making the brand the basis of the organization's processes.Accordingly, a firm is not considered brand oriented simply by virtue of the fact that is hasbranded products, perhaps with creative logos and slogans attached. The decisive difference is whether the brand identity represents a strategic platform for the firm or not (Urde, 1999, P-119).A company that is brand oriented is distinguished by the high relevance accorded to branding by top management and characterized by an offer that is relatively constant, consistent, relevant to the buyer, and clearly differentiated from other companies (Baumgarth, 2010). Indeed, Wong and Merrilees (2007) found that the best indicators of a brand orientation were those that indicated a particularly high regard for branding: 'branding is essential in running this company,' 'branding is essential to our strategy' and 'branding is an important asset for us.'WHERE DOES A BRAND ORIENTATION FIT WITHIN CONTEMPORARYMARKETING STRATEGY?Over the years, at least three competing philosophies have influenced marketing strategies. In the years leading up to the mid-1950s, marketing focused internally on production efficiency(e.g.a product orientation) and aggressive selling (e.g., a sales orientation). Somewhere around the mid 1950's, the focus shifted externally to customer needs (e.g. the marketing concept). The marketing concept, identified by (McCarthy &Perreault, 1984) as the philosophical foundation of a market orientation, consists of three components: customer focus, integration, and long term profitability. The marketing concept is said to serve as a cornerstone of marketing thought (see Borch, 1957; McKitterick, 1957).The 1990s saw renewed interest in the concept of market orientation (the implementation of the marketing concept). Based on a thorough literature review, Harrison-Walker (2001) conceptualized a market orientation as a dual, four-stage process involving information acquisition (Kohli &Jaworski, 1990), information sharing (Kohli &Jaworski, 1990), shared interpretation of information (Day, 1993; Sinkula, 1994), and the utilization of information in developing and implementing marketing strategies (Kohli &Jaworski, 1990). The type of information which is gathered, shared, interpreted and utilized is information about customers and competitors (Narver &Slater, 1990). In other words, the information gathered about customers and competitors is ultimately utilized by the market oriented organization to develop and implement marketing strategies that will meet the needs of customers - and do so more effectively than competitors.In an attempt to depict the market oriented approach to marketing strategy, customer needs may be thought of as the core around which the marketing mix is designed (see Figure 1). It is through a thorough and organization-wide understanding ofcustomer needs that a company can develop effective product, pricing, promotion and distribution strategies leading to improved long term performance. Harrison-Walker (2001) empirically demonstrated that customer orientation has a significant and positive impact on balanced scorecard measures of business performance.In Figure 1, branding is included as one of the many product strategy decisions, along with decisions such as product design, packaging, product warranties, etc. In non-brand oriented firms, the brand is simply as one of many resources within the firm and there is no discussion about the importance of basing the firm's approach on the brand as a specific resource (c.f. Collins &Montgomery, 1995; Peteraf, 1993; Prahalad &Hamel, 1990). Even within product strategy, it is more likely the product and its functional advantages receive far greater attention than the brand (Urde, 1999, p.l 19). The problem is that functional advantages can generally be imitated (Urde, 1999, p.l 19).The question then becomes whether a market oriented firm can also be brand oriented and, if so, where brand orientation comes into the picture. Certainly, an organization cannot focus on a brand without meeting customer needs. Customer needs must remain at the core. This does not mean that the customer is king; it means that it is imperative for the company to have a thorough understanding of customer needs in order to design an effective marketing strategy. So in our revised figure, customer needs remain at the core. For a proper adaptation of our model in Figure 1, we are provided direction by Wong and Merrilees (2007, p.388) who explain that "If each element of a marketing mix aligns to the brand, then consequently they will be aligned to each other and produce a more consistent and robustperformance." In order for the brand to function as the basis of the organization's responses (Gromark &Melin, 2005), we need to add a second concentric circle around the core (see Figure 2). The second concentric circle is the brand strategy. This makes absolute sense from a marketing strategy perspective when one considers that critical branding decisions, such as positioning, are depended upon in designing the marketing mix. That is, strategic positioning involves designing the product and the marketing mix to fit a unique position in the consumer's mind. Therefore, once consumer information is collected and processed, the positioning strategy is formulated and the marketing mix is developed to communicate the brand's unique position.In support of this conceptualization, indicating that not only are a market orientation and a brand orientation not mutually exclusive, but that a brand orientation positively impacts the effectiveness of the marketing strategy (Wong &Merrilees, 2008), Urde (1999, p.18) provides the following quote from Olle Tegstam, Senior Vice President at Nestle:An organization can never only be brand-oriented. There have to be products that are demanded and that work together with your brand. To be brand-oriented is market orientation "plus".FACTORS AFFECTING A BRAND ORIENTATION Nowadays most companies understand that brand orientation is crucial to developing strong brands and are convinced that strong brands can provide sustainable competitive advantages (Gromark &Melin, 2011). In fact, "brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (Dawar, 2004, p.31). But what factors affect a company's brandorientation?By reviewing the existing marketing and business literature it is possible to identify a number of potential antecedents to a brand orientation. In this study, eight factors are identified as factors potentially influencing a brand orientation. The conceptual model showing the potential antecedents of a brand orientation is presented in Figure 3. Potential antecedents include: the size of the company, brand barriers, services component, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. In the following sections, we introduce each of the potential antecedents and set forth a research proposition with regard to its expected effect on a brand orientation.Size of CompanyThe first factor identified as a potential antecedent of a brand orientation is the size of the company. Several researchers (Baumgarth, 2010, Krake, 2005, Wong &Merrilees, 2005) report that smaller companies are less likely to be brand oriented than larger companies. For example, in a study of business-to-business companies, Baumgarth (2010) divided sample companies into"successful" and "unsuccessful" groups on the basis of a market performance index, and found that while all companies in the sample reported low levels of brand orientation, smaller companies exhibited lower levels of brand orientation than larger ones. In this study, the size of the company was measured both in terms of turnover and number of employees (Baumgarth, 2010).Wong and Merrilees (2005) provide an explanation as to whysmaller companies tend to be less brand oriented than larger ones; that is, smaller companies have a lower level of brand orientation than larger ones because they perceive that they have neither the time nor the resources to conduct branding activities. The authors (Wong &Merrilees, 2005, p.156) note that numerous studies "have identified many SMEs failing to fully invest in most business assets, including advertising, information technology and training, and to perceive such investments as costs instead."In another study by Krake (2005), qualitative research was conducted with 10 mostly medium sized companies. Just over half of the companies studied admitted that they "do something about brand management" and, following clarification of the research question, three maintained that brand management had no part in their daily or weekly operations (Krake, 2005, p.230). Krake (2005) further found that other than the directors/owners, no one within these organizations was specifically concerned with brand management, nor was it widely discussed or communicated. Krake (2005) concludes that in many SME companies, brand management receives little or no attention in the daily run of affairs. Although the owners or directors of SMEs are the ones to take the lead in this area, they either seldom have the time for it or are not even aware of "brand management" as a concept (Krake, 2005).Based on the research findings of Baumgarth (2010), Krake (2005), and Wong and Merrilees (2005), it seems that smaller companies are less brand-oriented than larger ones. This leads to the following research proposition.PI: The size of the company has a positive effect on the company's level of brand orientation. Brand BarriersPerhaps related to the size of the company is the constructof brand barriers identified by Wong and Merrilees (2005). 'Brand barriers' refer to obstacles that hinder smaller firms in particular in carrying out business activities based on the brand. The obstacles primarily involve limitations on financial and human resources, as well as time (Krake, 2005, Wong &Merrilees, 2005). The brand barriers construct is identified separately from the size of the company since larger firms may also be affected by resource limitations for a number of reasons including the negative effects of uncontrollable factors in various sectors of the external environment. These may include a weak economy, increasing costs of doing business, the imposition of new legal restrictions or requirements, and so forth. The unavailability of financial and human resources often forces firms to adopt a short term focus rather than a long term branding strategy and to underinvest in building the distinctiveness of their brand (Wong &Merrilees, 2005). Although Wong and Merrilees (2005) propose that brand barriers have a negative effect on a brand orientation, this relationship has not been empirically examined. We concur with Wong and Merrilees (2005) and set forth the following research proposition.P2: Brand barriers have a negative effect on the company 's level of brand orientation. Services ComponentThe third potential antecedent relates to whether the company's product is a service or a physical good. Marketers generally perceive a continuum with pure services at one end (such as a carton of cereal) and pure services (such as financial services) at the other. Many products fall somewhere in between. For example, a restaurant provides the physical good of the food services as well as the service product that involves seating guests, serving food, and clearing the table. In order to providemore complete information to marketing managers, it is common for marketing studies to examine whether differences between physical goods and services are significant.P3: The extent to which a company provides services over physical goods has a negative effect on the company's level of brand orientation.MANAGERIAL AND RESEARCH IMPLICATIONS The purpose of this paper is to identify potential antecedents of a brand orientation based on the existing marketing and business literature and to set forth a conceptual model depicting research propositions. Studies conducted on the consequences of a brand orientation demonstrate that a brand orientation has a positive effect on business performance. Accordingly, managers should strive to develop and nurture the brand orientation of their businesses in their efforts to attain higher business performance and competitive advantage.The study suggests several factors as important determinants of a brand orientation. Based on the existing literature, a brand orientation appears to be facilitated by a number of factors, including: the size of the company, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. Additionally, brand barriers and the extent to which a company provides services over physical goods are associated with a lower level of a brand orientation. From a managerial perspective, a relatively low level of a brand orientation may lead managers to alter certain antecedents which, in turn, would lead to a higher level of a brand orientation. For example, a company with a low level of a brand orientation may invest time in exploring questions about the brand's currentidentity, from both internal as well as external perspectives. Alternatively, the firm could conduct a brand management assessment to determine if the current system of brand management is appropriate to the firm's circumstances. The brand management assessment may be particularly important if the company has recently added a number of new brands either through new product development or as the result of a corporate merger, or if the company has reduced the number of brands in its product mix as the result of divestment or experiencing negative outcomes associated with poorly managed brand proliferation.Research into a brand orientation is a relatively new field. Although the construct was first introduced in the 1990's, much of the research has been conducted only within the last decade. Many questions remain to be answered. This paper contributes to the field by providing an explanation and illustration of how a brand orientation fits within contemporary marketing strategy and identifying several potential antecedents of a brand orientation. The managerial and research implications that are presented further support the importance of gaining a more complete understanding of a brand orientation and provide direction for the advancement of research into this important and beneficial construct.译文战略品牌定位L.珍.哈里森-沃克什么是品牌定位？“品牌定位”一词最早出现于1990年代初(吉瑞马克和梅林,2011)。
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。
企业品牌战略研究的论文外文文献及中文翻译
企业品牌战略研究的论文外文文献及中文翻译Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. Kogan Page, LondonEconomic 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, based on the content of brand strategy an its functional significance, to discuss the brand strategy in enterprise marketing role. Enterprise needs to use a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, NEC announced that it would withdraw from 2G and 2.5G mobile 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 launch 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 take the international route and whether the enter prise of “Japanese Company” to the lessons learned behind?Second, the brand strategy implementation in China the Current SituationMany old famous “flash in the pan”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-known 80’s brand, not being registered by trademark, is to beacquired, squeeze, even if the residue is hard going down really developed very limited. Here a typical 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 decline 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 economic construction has maderemarkable achievements. From a planned economy to market economyera Chinese 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 enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan, on brand-name companies have been cities for the100000yuan reward-200000yuan..January 8th 2009 year to January11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Venetian 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, including1manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the w orld’smost authoritative consumer electronics industry media “TWICE” named for the Chinese consumerelectronics brand.3.The status of foreign brands in most sectors is still difficult to shakeHowever, 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 squeezeinto the Chinese market, Chinese market, a time filled with “Sony”, “Coca-Cola”, “Rejoice”, “Benz” andvarious other international 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 otherdomestic brands have developed well, but with the “Sony” , “Panasonic” “Samsung” and other brands, theyare still there competitive disadvantage; in the IT industry, “Lenovo” , “Founder” , “Great Wall” and thebrand’s competitiveness has improved significantly, but with Europe and the United States, Japan and other countries compared to, brand awareness is still insufficient; in Consumer Goods market, “P&G”, “Oliver” ,“Henkel” , and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems andErrorsCurrently, 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 ProblemsFactors 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 exports and international 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 need to further strengthen the country’s industrial policy, export-oriented policies for different sectors play different rolein 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, there 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 errorof the brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization, international competition isin creasingly reflected in the brand’scompetition, 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 occupation of the international market, it is no exaggeration to say that now, the brand has achieved global strategic objectives of transnational corporations sharp 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 superb2operational 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 name to the product, improve productawareness, or what the product packaging; good brand is drawing a satisfactory visual signs only; Advertising is the only way to cultivate well-known brands, in addition to advertising in the media, big, the other no attention; scale enterprise product once formed, well-known brands on the naturally established; well-known brand is equivalent to high price, to be unrealistically improve the product price. Some companies even go further 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 present more than 20 million “three capital” enterprises,there 90% of the joint venture using the foreign brands; cleansilver toothpaste factory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding example 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 marketcan be quickly imitated by competitors, beyond, the brand is insurmountable, real and lasting competitive advantage comes from innovation, in order to “change” should be “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly changing face of any brand at any time to be out of danger. Too much emphasis on the existing achievements, do notattach importance to innovation, leading to a lot of brand-name “dismount” the major reason. Coca-Cola’sformer chief marketing officer Sergio Zyman, “The brand is o nly the company logo products and servicesare 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 imitate competitors, Er brands, along with the product itself, also includes an attached 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 between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a corporate restructuring and reallocation of resources an important mechanism.Fourth, national enterprises in brand internationalization processof how to brand positioningBacked by science and technology, establish a “quality first, winning by quality” business philosophy,the brand’s fas hion elements, the outstanding individualProduct quality is the cornerstone of creating brand. Competitiveness of their products performance in the competition for the brand, and brand competition while relying on the inherent quality of products. Growth for the brand through a brand is the quality of a brandin the market down are also in most of a problem because of the quality. Therefore, it can be said, quality is the brand of life depends.In addition, enterprises should learn from successful experiences 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 transformation. Personalization trend in the world changes, the value of customer experience and 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 strategyThe 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. Brand3strategy is not an isolated 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 strategic decision, these major strategic decisions were consciously carried out around the brand to expand.3. Follow the laws of the brand design, brand image, brand and accurate market positioning, brand performance and outstanding value emotional communicationBrand competition is not all-round competition; each brand has its own market position. The basic method is not positioning to create a novel or unique issues, but to manipulate what already exists in the heart, the eyes of potential customers to buy soon tapped desire to make it into consumer impulse. Enterprises should take the market as guide, technology as a means to adapt to changes in its requirements, such as the establishment of information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to maketheir own in a good position in the competition.st The world has entered the 21 century brand international competition, branding has become a newinternational language into millions of households. To establish the brand products in the market position establish a corporate image, is effective competition in the market means business. Brand is the core product; brand marketing is to defy the other. Enterprise management system must be adopted, technological innovation, and constantly improve the quality of products and services. At the same time to increase the international competitiveness of the strategic brand research and planning, and the comprehensive to enhance the brand’s international competitiveness. Most Chinese enterprises in thegrowth stage now, brand strength is weak, it is undoubted fact, however, based on industry, market and enterprise resources, while avoiding disadvantages, choose the best brand strategy is a wise choice.Such as is now more prevalent and has a well-known brand outside the company’s co-production, reverse merger;use the link strategy to redefine the brand image; with two or more brands collaborate effectively formed alliances to improve their social acceptance of such brand. In short choose the right brand strategy, brand marketing creativety and attention to service; in order to achieve a sensational effect and a strong brand impact, can the brand maintain vigor, forest stand in the world brand.4企业品牌战略研究资源:卡普费雷尔，J.H 战略品牌管理研究[J]. 伦敦出版社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。
将一个国家品牌转变为国际品牌【外文翻译】
毕业论文（设计）文献翻译外文题目：Transformation of a National Brand into an International Brand出处：Inzineriner Ekonomika-Engineering Economics作者：Rita Kuvykaite , Jurate Mascinskiene一、翻译文章将一个国家品牌转变为国际品牌在回顾了国外市场的一些主要的品牌决策和它们的决定因素，以及个别国际品牌的建设和创造后，正式提出一个国家品牌转型为国际品牌的概念模型(见图1)。
↓↓↓图1. 一个国家品牌转型为国际品牌的概念模型这个模型的第一阶段是形势分析——包括公司内部发展的可能性分析、国外市场的情况分析和国外市场的宏观环境分析。
基于雪纳托尼以及其他人的进行的研究（1995），我们把企业组织管理结构、品牌创造的预算和产品成本归为反映公司内部发展可能性的一组因素，而我们又在此基础上补充了两点：产品分类和经营策略。
根据阿拉斯班及其他人的研究（2002），反映一个国外市场形势的最重要的因素是消费者、竞争和市场分销渠道结构。
阿拉斯班等人（2002）将宗教、语言、教育、技术和经济看作是决定国际品牌决策的构成海外市场宏观市场的最重要的元素。
以特帕斯塔等人的研究，前四个要素反映的是该国的文化环境，因此我们在这个概念模型中将环境划分为文化环境和经济环境，同时补充一个宏观环境中对国际品牌决策很重要的一个元素——法律环境。
上述因素的分析能够帮助我们评估公司的一个国家品牌走向国际市场的可能性。
很显然，上诉的一些因素的差异可能对超越国内市场限制的公司决策有着决定性影响。
这个模型的第二阶段是国外市场的品牌决策——包括四个层次的品牌创造。
这一阶段被奥克韦斯特等人（1989）和海伦森（2007）区分为：第一层次，品牌产品对比无品牌产品（一般产品）；第二层次，制造商品牌对比私人品牌；第三层次，单一品牌对比多个品牌；第四层次，全球品牌对比本土品牌。
英文品牌走向国际化作文
英文品牌走向国际化作文英文，As a brand, going international is a crucial step for expanding market share and increasing brand recognition. When a brand goes international, it means it is enteringnew markets outside of its home country, and this can bring both opportunities and challenges.One of the main benefits of going international is the potential for increased sales and revenue. By entering new markets, a brand can tap into new customer bases and increase its customer reach. For example, a British fashion brand that goes international and opens stores in China can attract a whole new set of customers who are interested in British fashion. This can lead to a significant increase in sales and brand exposure.Another advantage of going international is the opportunity to diversify and reduce risk. By operating in multiple countries, a brand can spread its risk across different markets. For instance, if a brand is heavilyreliant on one market and that market experiences a downturn, the brand's sales and revenue could besignificantly impacted. However, by going international,the brand can mitigate this risk by having multiple sources of revenue.However, going international also comes with its challenges. One of the main challenges is cultural differences. Different countries have different cultures, customs, and consumer behaviors. A brand that is successful in one country may not necessarily be successful in another if it does not understand or adapt to the local culture.For example, a fast food chain that is popular in theUnited States may struggle to attract customers in India if it does not offer menu items that cater to the local tastes and preferences.Another challenge of going international is thelogistical and operational complexities. Operating in multiple countries means dealing with different regulations, currencies, and supply chains. This can be a logistical nightmare for brands that are not prepared for thecomplexities of international operations. For example, a technology company that wants to expand internationally may face challenges in setting up distribution channels and navigating import/export regulations in different countries.In conclusion, going international as a brand can bring significant opportunities for increased sales and market diversification, but it also comes with its fair share of challenges. Brands that are considering going international need to carefully assess the potential benefits and risks and develop a solid international expansion strategy that takes into account cultural differences and operational complexities.中文，作为一个品牌，走向国际化是扩大市场份额和增加品牌知名度的关键一步。
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品牌国际化外文翻译文献(文档含英文原文和中文翻译)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，获得政府的扶持。
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。
资料显示，各地各级政府在对名牌的重视程度、组织推进力度、政策措施上有大幅度提升，青岛、深圳、武汉、宁波、沈阳等市对中国名牌企业的奖励为100万元，大连为300万元，对获省市名牌的企业奖励为10万元~20万元。
2007年1月8日至1月11日，第40届国际消费电子展（CES）在美国杜斯维加斯的威尼斯酒店开幕。
在CES上我们民族企业取得骄人的业绩。
据了解，今年中国有4000人注册参与CES，包括厂商、媒体和观众，在展馆中，有327家参展商。
海尔被全球最权威的消费电子行业媒体《TWICE》评选为另消费电子第一品牌。
第三，洋品牌的地位在多数行业仍是难以动摇的。
但是，我们也应看到，面对市场上纷繁的产品，真正能让消费者脱口而出的国内品牌屈指可数。
随着对外开放的深入，国际上一些大公司纷纷挤入中国市场，一时间中国市场上充斥着“索尼”、“可口可乐”、“飘柔”、“奔驰”等种种国际名牌，这些名目众多的洋品牌猛烈地撞击着中国的民族品牌。
虽然在家电行业，以海尔品牌为首，“康佳”、“长虹”、“TCL”等国产名牌已发展得不错，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在竞争劣势;在IT行业，“联想”、“方正”、“长城”等品牌的竞争力都有明显提高，但与欧美、日本等国的产品相比，品牌知名度仍有不足;在日用消费品市场，“宝洁”、“利华”、“汉高”等国际公司已形成三足鼎立之势。
三、我国企业实施品牌战略中存在的主要问题及误区目前，中国品牌走向国际市场有着巨大的机遇和空间，品牌的国际化已纱可避免，然而品牌建设中也存在着不尽如人意的问题。
从微观企业自身因素角度来看，我国企业实施品牌建设存在以下问题：技术开发能力不足，品牌竞争能力不强；品牌个性不足，缺乏创新和发展能力;生产和经营规模偏小，品牌发展缺乏整体规划;出口和国际经营能力偏弱，品牌意识不强;品牌定位不明确，存在较大的盲目性等一系列因素。
从宏观社会环境因素上讲：社会机制有待进一步改善，政策法规的支撑需要进一步加强，国家的产业政策，出口导向政策对不同的行业起着不同的促进和限制作用，金融环境对于企业的投资能力和市场扩张能力也有相当重要的影响力。
我国建立市场体制也有好多年了，虽有了很魇改善但仍不够健全，有些方面还未真正适应市场经济的要求，消费者的心理还未完全成熟。
1、忽视品牌投资，急功近利。
在经济全球化背景下，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，品牌已是跨国公司实现全球战略目标的锐利武器，是实现资本扩张的重要手段。
冰冻三尺，非一日之寒。
品牌绝不可能在短期内创出来，是一个长期积累的过程。
很多企业没有清醒地认识到这一点，妄图在短时间内创出一个名牌，而忽视了长远的规划和战略。
2、品牌战略一项系统工程。
品牌战略的实施是一项系统工程，是企业整体发展战略与竞争战略的重要组成部分。
品牌战略的实施是企业整体素质与整体形象的提高，需要有科学的经营理念和高超的动作技巧，但国内不少企业品牌策划在此方面表现得尤为拙劣和急功近利，影响了企业品牌的发展，实际工作中出现了不少这样的误区：如认为创建品牌工八就是给产品取个好名字，提高产品知名度或把产品包装一下;好的品牌是个令人满意的视觉标志而已;广告是培育知名品牌的唯一手段，除了在媒体上大肆做广告外，其他别无关注;企业产品规模一旦形成了，知名品牌就自然而然地建立了;知名品牌等同于高价，必须不切实际地提高产品价格等。
有的企业甚至在品牌低价出售转让，如我国现有20多万个“三资”企业中，有90%以上的合资企业在使用外方品牌;广州洁银牙膏厂以200万元低价将品牌转让给合资企业等，就是这样的突出事例，现今其可怕后果已日渐显现出来——丧失了本国企业自身品牌、产品与知识产权，民族产业竞争力究竟何在！3、产品是企业在市场中竞争优势可以很快被竞争对手模仿、超越，而品牌却难以逾越，真正持久的竞争优势来自于不断创新，以“不变”应“万变”。
品牌是核心竞争力的集中体现。
市场是瞬息万变的，任何品牌都面临着随时被淘汰的危险。
过于看重现有的成绩，不重视创新，是导致很多品牌“下马”的重要原因。
可口可乐公司前任首席营销官塞尔齐曼说，“品牌是唯一使公司产品和服务有别于竞争对手标志，是开辟市场最有效的武器，优秀的品牌可以让你的品牌脱颖而出。
”产品的物理属性、数量、价格、质量、服务等很容易被竞争对手模仿，而品牌除了产品本身，还包含了附加在产品上的文化、背景、情感、消费者认识等无形的东西，使企业永远立于市场竞争的不败之地。
消费者的认知决定企业的命运，而品牌又直接的影响了消费者的认知。
品牌是市场中企业相互区别的重要标志，是消费者进行消费的风向标，以品牌为核心已成为企业重组和资源重新配置的重要机制。
四、民族企业在品牌国际化进程中如何进行品牌定位1、以科技为后盾，树立“质量第一，以质取胜”的经营理念，品牌的时尚要素、个性化的突出。
产品质量是创造名牌的基石。
产品的竞争力表现为品牌的竞争，而品牌竞争所依仗的则是产品的内在质量。
一个品牌成长为品牌靠的是质量，一个品牌在市场上倒牌也大多是因为质量出了问题。
所以，可以说，质量是品牌生命之所系。
此外，企业还应借鉴国外成功经验，提高自己的设计开发能。
企业要敢在新技术革命的挑战中创造自己的品牌，提高产品的市场竞争能力，就必须在技术创造上下功夫。
在世界个性化趋势的变化中，顾客的价值体验和差异化价值实现已经直接决定了产品的最终销售，个性化服务不可或2、强化市场营销，提高品牌认知度，将品牌战略有机地融合于企业整体战略，并促进整体战略的发展。
市场营销是实施品牌战略中的重要一环。
通过选择正确的市场营销方式，可以有效地利用品牌效应让品牌家喻户晓，扩大市场占有率。
实施品牌战略布施一项孤立的工作，而是与企业整体发展战略息息相关的。
一个品牌形象的塑造绝不仅仅是品牌自身的事情，涉及到企业经营管理的所有重大战略决策，这些重大战略决策都要自觉地围绕品牌来进行、开展。
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, based on the content of brand strategy an its functional significance, to discuss the brand strategy in enterprise marketing role. Enterprise needs to use a variety of means of competition to increase brand awareness, 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 2.5G mobile 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; Second is weak in marketing, product planning capacity is not strong, it is difficult to judge according to their marker launch 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 take the international route and whether the enterprise of “Japanese Company” to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation1、Many old famous “flash in the pan”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-known 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 a typical 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 decline in brand image is repeated.2、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 economic construction has made remarkable achievements. From a planned economy to market economy era Chinese 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 enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan, on brand-name companies have been cities for the 100000yuan reward-200000yuan..January 8th 2009 year to January11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Venetian 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 electronics 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 international 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 disadvantage; in the IT industry, “Lenovo” , “Founder” , “Great Wall” and the brand’s competitiveness has improved significantly, but with Europe and the United States,Japan and other countries compared to, brand awareness is still insufficient; in Consumer Goods market, “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 exports and international 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 need to further strengthen 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, there 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 occupation of the international market, it is no exaggeration to say that now, the brand has achieved global strategic objectives of transnational corporations sharp 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 andstrategy.(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 name to the product, improve product awareness, or what the product packaging; good brand is drawing a satisfactory visual signs only; Advertising is the only way to cultivate well-known brands, in addition to advertising in the media, big, the other no attention; scale enterprise product once formed, well-known brands on the naturally established; well-known brand is equivalent to high price, to be unrealistically improve the product price. Some companies even go further 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 present more than 20 million “three capital”enterprises, there 90% of the joint venture using the foreign brands; clean silver toothpaste factory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding example 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” should be “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly 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 chief marketing 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 imitate competitors, Erbrands, along with the product itself, also includes an attached 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 between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a corporate restructuring and reallocation of resources an important mechanism.Fourth, national enterprises in brand internationalization process of how to brand positioningBacked by science and technology, establish a “quality first, winning by quality”business philosophy, the brand’s fashion elements, the outstanding individual Product quality is the cornerstone of creating brand. Competitiveness of their products performance in the competition for the brand, and brand competition while relying on the inherent quality of products. Growth for the brand through a brand is the quality of a brand in the market down are also in most of a problem because of the quality. Therefore, it can be said, quality is the brand of life depends.In addition, enterprises should learn from successful experiences 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 transformation. Personalization trend in the world changes, the value of customer experience and 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 isolated 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 strategic decision, these major strategic decisions were consciously carried out around the brand to expand.3、Follow the laws of the brand design, brand image, brand and accurate marketpositioning, brand performance and outstanding value emotional communication Brand competition is not all-round competition; each brand has its own market position. The basic method is not positioning to create a novel or unique issues, but to manipulate what already exists in the heart, the eyes of potential customers to buy soon tapped desire to make it into consumer impulse. Enterprises should take the market as guide, technology as a means to adapt to changes in its requirements, such as the establishment of information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to make their own in a good position in the competition.The world has entered the 21st century brand international competition, branding has become a new international language into millions of households. To establish the brand products in the market position establish a corporate image, is effective competition in the market means business. Brand is the core product; brand marketing is to defy the other. Enterprise management system must be adopted, technological innovation, and constantly improve the quality of products and services. At the same time to increase the international competitiveness of the strategic brand research and planning, and the comprehensive to enhance the brand’s international competitiveness. Most Chinese enterprises in the growth stage now, brand strength is weak, it is undoubted fact, however, based on industry, market and enterprise resources, while avoiding disadvantages, choose the best brand strategy is a wise choice. Such as is now more prevalent and has a well-known brand outside the company’s co-production, reverse merger; use the link strategy to redefine the brand image; with two or more brands collaborate effectively formed alliances to improve their social acceptance of such brand. In short choose the right brand strategy, brand marketing creativety and attention to service; in order to achieve a sensational effect and a strong brand impact, can the brand maintain vigor, forest stand in the world brand.谢谢下载！。