外文翻译---通过广告打造品牌资产

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第9章-创建品牌资产

第9章-创建品牌资产

MARKETING MANAGEMENT IN CHINA
国 际 工 商 管 理 学 院
营销视野1
名车品牌大观[3]
• 大众 VW • 大众汽车公司是德国 最大也是最年轻的汽 车公司,总部在沃尔 斯堡。德文Volks Wagenwerk,意为大 众使用的汽车,标志 中的VW为全称中头一 个字母。标志像是由 三个用中指和食指作 出的“V‖组成,表示 大众公司及其产品必 胜-必胜-必胜。
MARKETING MANAGEMENT IN CHINA
何为品牌化——What is Branding?
MARKETING MANAGEMENT IN CHINA
国 际 工 商 管 理 学 院
Endowing products and services with the power of a brand. ——把品牌的力量赋予产品和服务


• •
Marketing Insight: The Basic Defects in Branding of China 在 中国建立品牌的基本缺陷 Marketing in China: Revitalize China’s Time-honored Brands——激活中华老字号 Marketing in China: Huawei’s Brand Image Reforming ——华为的品牌形象再造 Innovative Marketing: L’Oreal in China ——欧莱雅在中国 Marketing Insight: What is a Brand Worth?品牌到底价
• A name, term, sign, symbol or design, or a
MARKETING MANAGEMENT IN CHINA

品牌战略研究外文翻译文献

品牌战略研究外文翻译文献

品牌战略研究外文翻译文献品牌战略是企业在市场竞争中取得竞争优势的关键因素之一。

品牌战略的制定和执行对企业的长期发展具有重要意义。

本文将介绍一篇关于品牌战略研究的外文翻译文献,该文献探讨了品牌战略的关键要素和实施策略,以及如何利用品牌战略来提高企业的竞争力。

该文献的标题是“Building a Strong Brand: A Comprehensive Review and Integration of the Literature”。

文章首先介绍了品牌战略的定义和重要性。

品牌战略是指企业为了在市场上建立和维护品牌形象而采取的一系列战略活动。

通过建立强大的品牌,企业可以获得消费者的忠诚度和信任,提高产品或服务的销售额,从而在市场竞争中取得优势。

接下来,文献综述了品牌战略研究领域的相关文献,并对这些文献进行了分类和整合。

根据文献综述的结果,品牌战略的关键要素可以分为两个方面:内部要素和外部要素。

内部要素包括企业的核心竞争力、品牌定位和品牌资产。

核心竞争力是企业在特定领域内具有的独特能力,可以帮助企业在市场上获得竞争优势。

品牌定位是企业在消费者心中所占据的位置,包括品牌的形象、声誉和关联价值。

品牌资产是指企业所拥有的品牌价值和品牌资产,包括品牌知名度、品牌忠诚度和品牌关联度。

外部要素包括市场环境、竞争对手和消费者需求。

市场环境是指企业所处的市场环境和行业趋势,包括市场规模、市场增长率和市场分布。

竞争对手是指企业所面临的竞争对手和竞争态势,包括竞争对手的品牌实力、市场份额和市场策略。

消费者需求是指消费者对产品或服务的需求和偏好,包括消费者的购买行为、购买动机和购买决策。

在品牌战略的实施过程中,企业需要考虑这些关键要素,并制定相应的策略。

例如,企业可以通过提升核心竞争力来增强品牌的竞争力,通过精确定位来塑造品牌形象,通过品牌推广和宣传来提高品牌知名度,通过创新和研发来提高产品或服务的品质,以满足消费者的需求。

外文翻译--管理品牌资产

外文翻译--管理品牌资产

外文原文:Managing Brand Equity4 LEVERAGING AND MEASURING BRAND EQUITY4.1 Leveraging brand equityThere are three ways to leverage brand equity: firstly building it, secondly borrowing it, or thirdly buying it. Increasingly, ”building” brand equity is not e asy –given the proliferation of brands and the intense competition that is prevalent in many industries. Within a given industry, there typically exist many high quality products and high levels of advertising, making it difficult to introduce superior quality brand and shape perceptions through advertising. Thus, the alternative to building brand equity is by borrowing or buying it. (Farquhar 1990, RC10–RC11)4.1.1 Building brand equityBrand equity is built firstly, by creating positive brand evaluations with a quality product, secondly, by fostering accessible brand attitudes to have the most impact on consumer purchase behaviour, and thirdly, by developing a consistent brand image to form a relationship with the consumer. (Farquhar 1990, RC8–RC10) Of these three elements, positive brand evaluation may be considered the most important, and it is based on a quality product that delivers superior performance.The first element in building a strong brand is a positive brand evaluation. Quality is the cornerstone of a strong brand. A firm must have a quality product that delivers superior performance to the consumer in order to achieve a positive evaluation of the brand in the consumer’s memory.Three types of evaluations can be stored in a consumer’s memor y: 1) affective responses, 2) cognitive evaluations and 3) behavioural intentions. Affective responses involve emotions or feelings toward the brand (e.g., the brand makes me feel good about myself, the brand is a familiar friend or the brand symbolises status, affiliation or uniqueness). Cognitive evaluations are inferences made from beliefs about the brand (e.g., the brand lowers the risk of something bad). Behavioural intentions are developed from habits or heuristic interest toward the brand (e.g., the brand is the only one my family uses or the brand is on sale this week). Efforts to create positivebrand evaluations are usually aimed at one of these types. (Farquhar 1990, RC8–RC9) The second element in building a strong brand is attitude accessibility. It refers to how quickly an individual can retrieve something stored in memory. Stored evaluations can be retrieved from memory in two ways. Automatic activation occurs spontaneously from memory upon the mere observation of the attitude object. Controlled activation requires the active attention of the individual to retrieve a previously stored evaluation or to construct a summary evaluation of the attitude object.The third element in building a strong brand is to have a consistent brand image. Consiste ncy of the brand’s image is a part of managing the relationship between the consumer and the brand. A relationship develops between the personality of the brand and the personality of the consumer with each purchase.Building brand equity requires the creation of a familiar brand that has favourable, strong, and unique brand associations. This can be done both through the initial choice of the brand identities, such as the brand name, logo, or symbol, and through the integration of the brand identities into the supporting marketing program. The judicious choice of brand identities can contribute significantly to brand equity, but the primary input comes from supporting marketing activities for the brand. The product or service specifications themselves are the primary basis for the product-related attribute associations and determine a consumer’s fundamental understanding of what the product or service means. Similarly, the pricing policy for the brand directly creates associations to the relevant price tier or level for the brand in the product category, as well as its corresponding price volatility or variance, e.g., in terms of the frequency and magnitude of discounts. The marketing communication efforts by the firm, in contrast, afford a flexible means of shaping consumer perceptions of the product or service. Marketing communication may also be helpful in increasing user and usage imagery attributes. Word-of-mouth and other social influences also play an important role, especially for user and usage imagery attributes. (Keller 1993, 9–10)Investment to build or maintain strong brands can be difficult or impossible tojustify when considering the short-term financial outlook. It is required a vision and a belief that such investments will pay off. A key to developing a vision and having faith in it is to understand the ways in which a brand can generate competitive advantage. With a vision established, it is necessary to be vigilant with brands. The temptation is put a priority in other areas, such as to correct a market-share problem or to pursue a cost reduction program. As a result, brand equity is temporarily put on hold. This temptation is particularly strong when the organisation’s structure and reward systems do not protect brand equity. (Aaker 1992, 32)4.1.2 Borrowing brand equityMany firms borrow on the brand equity in their brand names by extending existing brand names to other products. Two types of extensions can be distinguished: a line and a category extension. The latter is frequently also called brand extension. A line extension is when a current brand name is used to enter new market segment in the existing product class. A category extension is when the current brand name is used to enter a different product class. (Aaker – Keller 1990, 27–28; Farquhar 1990, RC10; Farquhar – Herr – Fazio 1990, 856; Hankinson – Cowking 1993, 74–75; Keller 1998, 67)A line extension occurs when a company introduces additional items in the same product category under the same brand name. A line extension often involves a different size, colour, flavour or ingredient, a different form or a different application for the brand. Products in line extensions are technically congruent, i.e., similar in many attributes. They belong to the same product category or subclass. The vast majority of new-product activity consists of line extensions. Excess manufacturing capacity often drives a company to introduce additional items. The company might want to meet the consumers’ desire for variety. The company may recognise a latent consumer want and try to capitalise on it. The company may want to match a competitor’s successful line extension. Many companies introduce line extensions primarily to command more shelf space from resellers. Line extensions involve risks. There is a chance that the brand name will lose its specific meaning. This is called the line-extension trap. The other risk is that many line extensions will not sell enough tocover their development and promotion costs. Furthermore, even when they sell enough, the sales may come at the expense of other items in the line. A line extension works best when it takes sales away from competing brands, not when it cannibalises the company’s other products. (Keller 1998, 455–469; Kotler 1994, 452–454; van Raaij – Schoonderbeek 1993, 482)A category extension occurs when a company decides to use an existing brand name to launch a product in a new product category. Category extensions capitalise on the brand image of the core product or service to efficiently inform consumers and retailers about a new product or service. The potential benefits of category extensions include immediate name recognition and the transference of benefits associated with a familiar brand. A well-regarded brand name gives the new product instant recognition and earlier acceptance. It enables the company to enter into new-product categories more easily. Moreover, category extensions eliminate the high costs of establishing a new brand and often reduce the costs of gaining distribution. Category extensions also involve risks. The new product might disappoint buyers and damage their respect for the company’s other products. The brand name may lose its special positioning in the consumer’s mind through over-extension. Brand dilution is said to occur when consumers no longer associate a brand with a specific product or highly similar products. Companies that are tempted to transfer their brand name must research how well the brand’s associations fit the new product. The best result would occur when the brand name builds the sales of both the new product and the existing product. An acceptable result would be when the new product sells well without affecting the sales of the existing product. The worst result would be when the new product fails and hurts the sales of the existing product. (Farquhar – Herr – Fazio 1990, 856; Hankinson – Cowking 1993, 74–82; Keller 1993, 15–16; Kotler 1994, 454–455; Loken – John 1993, 79–83)The relationship between the core product and the extended product may be based on technical attributes, benefits, or values and lifestyles. First, products may be technically related, based on physical attributes. Extensions based on technical attributes are often successful, if the products have a large set of similar attributes.Second, the extension may be based on product benefits, if a brand offers clear and distinguishing benefits. These extensions may have dissimilar attributes, but they are similar for one or more benefits, e.g., quality. Third, well-known brand names with a good reputation may extend to new products based on their associated value and lifestyle. The precondition is that the brand is already associated with a clear set of values. These extensions may be completely dissimilar in a technical sense, but similar in values and lifestyle for the target group and for usage situations. The core of these extensions is the set of values and the lifestyle of the target group. These brand names often have a connotation of high class or luxury. The new product may be technically different from the core product. Brand extensions based on values and lifestyle may enrich the associations of the core product. These extensions may also keep the brand name in the evoked set of consumers. If the schema of the core product is high in the hierarchy, i.e., associated with values and lifestyle, one could extend it to completely dissimilar products. The new products should, however, fit in the schema of the core product and appeal to the same values and lifestyle of the target group. Cross selling is possible, because these products are often complementary for the same lifestyle. Brands should avoid, however, becoming only associated with values that are too far away from the original product benefits. (van Raaij – Schoonderbeek 1993, 482–483)The relational model for category extensions includes three types of associations: brand to category, category to brand, and category to category. The strengths of these associations are called typicality, dominance, and relatedness, respectively. The possible asymmetry in the relationship between typicality and dominance is a distinguishing feature of the model. Typical brands in a product category are more easily extended to closely related target categories than to distant target categories. Furthermore, dominant brands are not easily extended to distant target categories, because of the exemplary nature of such brands in their original product categories. The relationship between typicality and dominance is of practical interest for exploring the limitations of category extensions. When the same brand has been extended to a wide variety of target categories, we do not expect the parent brand’sdominance in the original category to diminish, but we would expect a dilution of typicality. Furthermore, some brands are so typical in a particular target category that consumers mistakenly may believe that the brand extension exists when it does not. This spurious awareness of non-existent brand extensions might sound a blessing for marketers. To the extent that a strong association already exists, a firm might well consider a category extension to that target category. Less effort would be needed for creating awareness, and more could be spent on other activities. (Farquhar – Herr –Fazio 1990, 857–859; Roux – Lorange 1993, 495)The association network of the core product indicates how far one could stretch the brand. If the network of the core product is low in the hierarchy, i.e., only associated with technical and functional product attributes, one should not go beyond line extensions. On the other hand, brands develop over time. The typical history of a brand is that it starts narrowly with a complete overlap with the product. Then, line extensions of, e.g., flavour and colour variants may be developed. The brand becomes broader and obtains connotations of quality, design and other psychosocial attributes and benefits. Then, the brand may transcend the physical reality and become associated with values. This case provides the richest opportunities for brand extensions. However, not all brands develop according to these lines. (Van Raaij –Schoonderbeek 1993, 483)Source:Pekka Tuominen.Managing Brand Equity(J). LTA 1/99.PP:65-100中文译文:管理品牌资产4利用和测量品牌资产4.1利用品牌资产利用品牌资产有三种方式:创建、利用、购买。

如何打造个人品牌(英汉双语版)

如何打造个人品牌(英汉双语版)

Why you should bother to build a personal brand如何打造个人品牌Dear Annie: I read your recent column on being too shy to speak up at work with interest, because my situation is kind of similar. I work for someone who keeps bringing up my ideas in meetings with senior management before I get the chance to speak; and he talks about these solutions I've come up with as if they were his own, with no mention of me at all.专家称,打造个人品牌与自我意识或虚荣心无关,而是个人与外部世界建立联系的有效手段。

打造个人品牌对于职场人士格外重要,因为只有这样,才能让更多的人了解到你的专长,才能让需要你帮助的人找到你。

怎样打造个人品牌?专家来教你。

Anne Fisher为《财富》杂志《向Anne提问》的专栏作者,这个职场专栏始于1996年,帮助读者适应经济的兴衰起落、行业转换,以及工作中面临的各种困惑。

亲爱的安妮:您最近有一篇专栏文章,谈到了在工作中因害羞不敢大声发言的问题。

我对这个话题很感兴趣,因为我的情况与文章有点类似。

在有高层出席的会议上,我的上司总是抢先提出我的创意,而我自己根本没有机会发言;而且,他在提出这些解决方案的时候,就好像都是他想出来的,对我却只字不提。

A friend who has witnessed this tells me I need to "promote my personal brand" so that people in the company and elsewhere know that I've become something of an expert in my area, which is streamlining processes and improving operational efficiency. But it's really hard for me to blow my own horn and brag about what I've done. Isn't there some other, more subtle way of letting higher-ups know what I've contributed (without seeming to criticize my boss for swiping the credit), or should I just let it go? -- Unsung Hero一位朋友知道这件事后对我说,我应该“宣传我的个人品牌”,这样公司和其他地方的人才会知道。

英文文献和翻译品牌战略

英文文献和翻译品牌战略

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与品牌资产。

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与价格上涨的组合,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与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,管理与执行。

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与更战略性的作用。

由《Interbrand》与《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。

品牌管理原则一个好的品牌名称应:·受商标法保护。

·朗朗上口。

·容易被记住。

·容易被识别。

·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。

·引出产品的优点(如:易关)·提升公司或产品形象。

战略品牌管理——创建、评估和管理品牌资产【外文翻译】

战略品牌管理——创建、评估和管理品牌资产【外文翻译】

外文翻译原文Strategic Brand Management:Building, Measuring, and ManagingBrand EquityMaterial Source:Publisher: Prentice Hall,2 edition (September 3, 2002) Author: Kevin Lane KellerⅠ. Designing a Branding StrategyEven within any one firm, different branding strategies may be adopted for different products. For example, although Miller has used its name across its different types of beer over the years with various sub-brands (e.g.,Miller High Life, Miller Lite, and Miller Genuine Draft), it carefully branded its no-alcohol beer substitute as Sharp's with no overt Miller identification. Similarly, although Toyota adopted a branding strategy that used its corporate name combined with individual brand names and modifiers for most of its cars and trucks, it chose to brand its top-of-the-line cars as Lexus, deliberately avoiding using the Toyota name.Thus, it is important to note that the brand hierarchy may not be symmetric. Be-cause of considerations related to corporate objectives, consumer behavior, or com petitive activity, there may sometimes be significant deviations in branding strategy and how the brand hierarchy if organized for different products or for different mar-kets.Therefore, the challenge in setting up the brand hierarchy and arriving at a branding strategy is to:1. Design the proper brand hierarchy in terms of the number and nature of brand elements to Use at each level.2. Design the optimal supporting marketing program in terms of creating the desired amount of brand awareness and type of brand associations at each level.Ⅱ. Designing The Brand HierarchyDesigning a brand hierarchy involves decisions related to:1. The number of levels of the hierarchy to use in general2. How brand elements from different levels of the hierarchy are combined, ifat all, for any one particular product3. How any one brand element is linked, if at all, to multiple productWe consider issues related to these three main decisions in turn and also suggest ways to simplify and organize the hierarchy and designate products.The first decision to make in defining a branding strategy is, broadly, which level of levels of the branding hierarchy should be used. In general, most firms choose to use more than one level for two main reasons. Each successive branding level used allows the firm to communicate additional, specific information about its products. Thus, developing brands at lower levels of the hierarchy allows the firm flexibility in communicating the uniqueness about its products. At the same time, developing I brands at higher levels of the hierarchy such that the brand is applied across multiple I products is obviously an economical means of communicating common or shared in-formation and providing synergy across the company's operations, both internally and externally.The practice of combining an existing brand with a new brand to brand a prod-uct is called sub-branding,as the subordinate brand is a means of modifying the super-ordinate brand. Sub-branding often combines the company or family brand name with individual brands and even model types. Extending our earlier example, ThinkPad can be seen as a sub-brand to the IBM name with 760 as a second-level sub-brand to further modify the meaning of the product As suggested above, a sub-brand, or hybrid branding, strategy offers two potential benefits in that it can both1. Facilitate access to associations and attitudes to the company or family brand as a whole and, at the same time2. Allow for the creation of specific brand beliefs.At the same time, developing sub-brands allows for the creation of brand-specific beliefs. This more detailed information can help customers better understand how products vary and which particular product may be the right one for them. Sub-brands also help to organize selling efforts so that salespeople and retailers have a dear picture as to how the product line is organized and how it might best be sold. For example, one of the main advantages to Nike of continually creating sub-brands in its basketball line (e.g., Air Jordan, Air Flight, Air Force) has been to generate retail interest and enthusiasm.In general, the desired number of levels of the brand hierarchy depends on the complexity of the product line or product mix associated with a brand and thus thecombination of shared and separate brand associations that the company would like to link to any one product in its product line or mix. With relatively simple, low in-volvement products, such as light bulbs, batteries, and chewing gum, the branding strategy often consists of an individual or perhaps family brand combined with modifiers that describe differences in product features. For example, with a fairly simple product such as batteries, Eveready has two main brands (Energizer and Classic "9 Lives") combined with a voltage designation (AAA, AA, C, D, etc.). With a complex sot of products—such as cars, computers, or other durable goods—more levels of the hierarchy are necessary. Regardless of the complexity involved, it is difficult to brand a product with more than three levels of brand names without overwhelming or confusing consumers. In such cases, a better approach might be to introduce multiple brands at the same level (e.g., multiple family brands) and expand the depth of the brand portfolio.Ⅲ. Combining Brand Elements from Different LevelsIf multiple brand elements from different levels of the brand hierarchy are combined to brand new products, it is necessary to decide how much emphasis should be given to each brand element For example, if a sub-brand strategy is adopted, how much prominence should individual brands be given at the expense of the corporate or family brand?When multiple brands are used, each brand element can vary in the relative emphasis it receives in the combined brand. The prominence of a brand element refers to its relative visibility as compared to other brand elements. For example, the prominence of a brand name element depends on several factors, such as its order, size, and appearance, as well as its semantic associations. A brand name should generally be more prominent when it appears first, is larger, and looks more distinctive. For example, assume Pepsi has adopted a sub-branding strategy to introduce a new vitamin-fortified cola, combining its corporate family brand name with a new individual brand name (e.g., "Vftacola"). The Pepsi name could be made more prominent by placing it first and making it bigger— PEPSI Vitacola. On the other hand, the individual I brand could be made more prominent by placing it first and making it bigger— Vitacola B Y PEPSIAlong these lines. Gray and Smeltzer define c orporate/product relationships as the approach a firm follows in communicating the relationship of its products to one another and to the corporate entity. They identify five possible categories (with illus-trative examples)。

品牌营销策略中英文对照外文翻译文献

品牌营销策略中英文对照外文翻译文献

品牌营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:品牌消费把品牌看作产品的一个重要组成部分,品牌可以增加产品的价值。

例如大多数消费者会认为一瓶鸦片香水是高品质,价格昂贵的产品。

但是同样样的香水放在不知名的瓶子中可能会被视为质量较低,即使香味是相同的。

品牌已成为产品战略的一个核心问题。

一方面,发展品牌产品,需要一个大量的长期的营销投资,尤其是对广告,促销和包装。

制造商往往会发现自己仅仅做产品更容易,更便宜,而让别人做品牌建设。

例如,台湾厂商已采取这种方法。

他们做出了大量世界服装,电子消费和电脑,但是这些产品却不采用台湾的品牌名称进行销售。

另一方面,多数厂家最终了解到公司的核心竞争了在于掌握品牌。

例如,名牌服装,电子和计算机公司可以用马来西亚和其他地方的便宜资源可以取代台湾制造厂家。

台湾生产者对于更廉价的供应商而导致的销售额减少无能为力- 消费者忠诚的是品牌,而不是生产者。

然而,过去日本和韩国企业,没有犯这样的错误。

他们花巨资为他们的产品建立,如索尼,松下,JVC,现代,金星和三星这些品牌。

即使这些公司没有能力在自己的本土上制造他们的产品,他们的品牌名称继续指挥顾客的忠诚度。

强大的品牌拥有消费者的专营权–那就是,他们能够指挥消费者的忠诚度。

这意味着大量的客户需要这些品牌和拒绝替代品,即使这些替代品以某种低价供应。

那些具有较强消费专营品牌的公司能够抵抗竞争对手的促销策略。

因此,它使供应商投入巨资建立强大的国内甚至全球的认同和偏好的品牌变得有意义。

什么使品牌?也许,专业营销人员最突出的技能是他们创建,维护,保护,巩固和提升品牌的能力。

品牌是一种名称,术语,标志,符号,设计或它们的组合,这是用来确定某种商品或服务的卖家,把他们从竞争对手中区别开来。

因此,一个品牌标识产品的制造商或供应商。

例如可乐- 任何制造商可以生产可乐,但只有可口可乐公司生产可口可乐。

品牌是不是一个新现象。

在过去的一百年中,它的使用已有了相当大的发展。

外文翻译--企业品牌建设:一个方法论

外文翻译--企业品牌建设:一个方法论

本科毕业论文(设计)外文翻译一、外文原文标题:Corporate Brand Building: A Methodology原文:BRAND BUILDING VS REPUTATION MANAGEMENTThe author has always found the term 'reputation management' a little limp. It does not pass the cocktail party test. If someone asked at the metaphoric cocktail party 'What do you do?' The author would not imagine saying 'Oh ... I manage reputations'. Put bluntly, as a client and not a consultant it would seem wasteful to pay good money for someone to 'manage my reputation'. It sounds like something to be done for oneself-not left to some-one else. And it docs not sound espe-cially dynamic. On the other hand, paying someone to 'build my brand' sounds altogether more energetic and useful.That is one of the reasons why the author's company evolved its strapline from 'PR solutions to marketing pro-blems' to 'building corporate and pro-duct brands'. The other is that it better expresses what the firm now does as a consultancy: corporate as well as mar-keting PR. The identity shift did, how-ever, present two problems.First, we did not want to alienate clients who did not see their organisa-tions as brands. Much of our business is in the public sector. We do not yet live in a world where government bodies see themselves as brands (although with the reinvention of the Labour Party it may only be a matter of time). Putting the 'corporate' before 'product' in the strap helped. The term 'product brand' leads on to consumer PR, which is only part of our work.Secondly, it begged the question - if we are a brand-building PR firm, then how exactly do we build brands - especially corporate brands? We needed to package what we were already doing across the firm in differ-ent ways into a best practice methodol-ogy available to our staff.What follows is based on internal seminar presentations about this methodology.WHAT ARE BRANDS FOR?What job of work do brands do?David Ogilvy famously and suc-cinctly pointed to the power of emo-tion as the only sustainable differentiator in promoting a company, recognising that people buy with their heart as much as their head. At the risk of teaching grandmothers to suck eggs, it is reproduced because of its critical importance:"A company with a price advantage can be undercut. A company with a performance advantage can be outflanked. But a company with an emotionaldifference can potentially demand a premium forever."It is this emotional difference that makes the brand. As well as command-ing a premium, the brand:- Creates a strong sense of identity for staff and customers alike (eg the Co-operative Bank)- creates consistency across diverse products and services (eg Body Shop)- builds a deposit account of goodwill to help it weather crises (eg British Airways)- enables credible extensions into new product areas and new sectors like the super-elastic Virgin.A corporate brand goes beyond price and performance to secure the loyalty of its stakeholders.For example, Asda's controversial and high-profile pricing campaigns on books, pharmaceuticals and now luxury-branded goods express its posi-tioning as a consumer champion. The message that comes through the cam-paigns is not so much "our prices are cheaper" as "we are taking up cudgels on your behalf against artificially high prices".WHAT IS A CORPORATE BRAND?Some people make a distinction between corporate brands and product brands, and some think of brands only as product brands. But the author believes there is little practical differ-ence between corporate and product brands, especially when it comes to building them.A brand is a set of associations in the mind of the consumer. If we agree withOgilvy, a good product brand offers the consumer positive associations based on emotion as much as on reason. Individuals share or aspire to the values behind that brand. They buy the brand because of what it says about them. Assuming they can afford it, they buy their beloved Mercedes because they like the associations (and enjoy the drive).Actually, they are not buying a brand at all, they are buying a car. The brand is intangible - it is in their mind. It is equally intangible whether the brand is attached to a product or to an organisation. Plus, with many brands - Mercedes is a good example - the 'product' brand and the 'corpo-rate' brand are virtually indistinguish-able. If it was rumoured one day that Mercedes were launching a three-wheeler, we would expect it to have similar qualities to their four-wheelers.It is this equality of intangibility that makes it possible to build a brand around a firm (corporate brand) as readily as around a product (product brand). But corporate brand building is more complex and more challenging, because products are objects, while organisations are people.The author's firm sees a corporate brand as made up of three elements: vision, values and style."Vision" is as much a giving thing as a seeing thing: the contribution a firm makes to its staff , its customers, its industry, its local and possibly global community. The acid test is to ask: if the firm disappeared overnight, would anyone notice or care? The author believes the world would take notice and mourn the demise of a firm like Apple , for instance, incomparably more than a host of its lesser rivals. Apple is not just respected and appre-ciated. It is loved because of its mission to create products which empower and delight people. "Values" are what the firm stands for - its principles, expressed through policies and practices. These are defined as much by what the firm does not do as by what it docs. The extraordinary overnight success of the Co-operative Bank, for example (which woke up one morning, threw out its tired, old-fash-ioned wardrobe and replaced it with a new set of natty designer threads), is down to a solemn promise to customers not to invest in regimes and industries which oppress the human spirit. It reinvented itself, drawing deep from its heritage of socialresponsibility, refor-mulated so as to be relevant to modern times. What is crucial here is that it is impossible to separate the association of ethical banking from the Co-operative Bank brand. The brand positioning is not some kind of corporate sales pro-motion (often a waste of money, as some of the sponsors of the 1998 World Cup discovered). It has become part of the organisation's identity.Vision and values are expressed in how the firm conies across in its com-munication and through its people and its style. Very often this is the trickiest bit. One the one hand it requires iden-tifying and grooming the right 'heroes' to communicate vision and values as spokespeople in the media. The right people are not always the most senior people. On the other hand, it requires ensuring that everyone, not just the chosen heroes, understands the vision and values and communicates these appropriately in contact with external audiences, especially customers. In communicating its corporate brand proposition, a firm is making a promise to its audiences. It must deliver behind the promise, or be pilloried for incon- sistency and betrayal. People will judge a firm far more on their personal experience face to face or on the phone than on what they read about it in the newspapers. This means checking that policies, products, practices, systems - in fact, the firm's entire operation - are set up to support it, before going public. The difficulty in large firms is that internal and external communica-tions (let alone operations, sales and marketing) are all too often the pro-vinces of different departments and power structures. The advent of com-munication directors with responsibility across all communication has to be a step in the right direction.HOW DO WE BUILD THE BRAND?The author's firm has developed a four-stage approach, under the headings:- reconnaissance- strategy - fulfilment- evaluation.Stage 1: ReconnaissanceEffectively, this is a SWOT-plus analy-sis that uses information from internal and external sources, including desk and survey research, to agree:- goals: where is the firm going, what is it trying to achieve- current position: where is it coming from, how is it perceived and how does it stack up against the competi-tion- vision, values and style: what is its contribution, what are its values, how should these affect style of communication- issues: what relevant (and media-friendly) issues are there in the public domain that can be exploited to create a debate and that can be "owned"- preferably exclusively- by the firm to build its corporate brand through association?Stage 2: StrategyAt the heart of strategy is a campaigning theme in which the firm sets out to make a contribution to the world on one or more of the relevant issues that have been identified.This is not about saying, but doing: taking action to right a wrong, or to make life better for its stakeholders. This may include the submission of a researched report to a relevant author-ity, calling for some kind of action, perhaps even a change in the law.For example, when the insurer Direct Line first went into the home insurance sector in the early 1990s, having become market leader in the very dif-ferent motor insurance sector, it her-alded its arrival with a submission to the Office of Fair Trading attacking banks "and building societies" practice of 'tieing in' insurance products to mortgage agreements in order to earn commission on the insurance. Entitled "A billion pound burglary", Direct Line's report achieved substantial cov-erage, giving it the high moral ground in the new sector before it actually launched its product. It also implied home insurance would be cheaper from Direct Line, as there would be no com-mission to pay.In defining strategy, thought is given to how the campaigning theme will actually be exploited, typically through a three-part focus:- Third parties: who else should be involved? Third parties may be: Westminster, Whitehall, Brussels; allies and alliances (eg with other firms); associations (eg trade bodies, unions); pressure groups- media: national, regional, trade , consumer, broadcast, new media and Internet - policies, products and practices: putting the firm's own house in order and ensuring staff are on board to ensure the firm delivers the promise made in the campaign and that there are no disappointments for stakeholders or inconsistencies that could attract negative media attention.Stage 3: FulfilmentThis means the execution of strategy and involves:- planning: audiences, objectives, messages, tactics, schedule, budgets- implementation: carrying out campaign initiatives- monitoring: of coverage, compe-titor activity, legislative develop-ments which may help or hinder the campaign and corporate brand positioning.Stage 4: EvaluationEvaluation is obviously tailored to cli-ents' requirements and may include some or all of the following:- coverage: level and quality of media coverage achieved- Output: client satisfaction with performance against pre-agreed targets- outcomes: changes in audience perception of the brand and/or changes in audience behaviour- objectives: progress towards agreed campaign goals and recommenda-tions for the next phase of corporate brand-building activity.CONCLUSIONCorporate brand building means creat-ing emotional associations between a firm and its audience to achieve sustain-able competitive edge. For this to happen, the firm must have a vision (its contribution to the world over and above making products and making money) and values which have relevant appeal. Vision and values must be so integral to the firm that it is difficult to think of the firm without making the association with its vision and values. If this is achieved, the firm can be said to have a strong corporate brand.The brand is built through cam-paigns in which the firm expresses vision and values by taking action in the public arena - with third parties, via the media and in itsproducts, poli-cies and practices - for the benefit of the outside world, especially stake-holders. In this sense, corporate brand building may sound like altruism, but it is really enlightened self-interest. It strives to see the world from the audi-ence's perspective, rather than, selfishly, just from the firm's point of view. (This is another reason, by the way, the term "reputation management" should be killed. It emphasises the firm's-eye view of the world.)It may be asking too much of CEOs under pressure to deliver short-term profit to take a leaf out of JFK's book and ask what they can do for their country, rather than what their country can do for them. But, they might check how much they are already paying out, for example, on sponsor - ships, corporate hospitality, advertising and PR, to see if some of the funds might be better invested in building a powerful and sustainable point of dif-ference into the very fabric of their firm.出处:Francis Hallawell. Corporate Brand Building: A Methodology. Journal of Communication Management [J]. 1999. 3 (4), pp. 381-386.中文译文标题:企业品牌建设:一个方法论译文:品牌建设与声誉管理作者总是发现“声誉管理”这个术语有点站不住脚。

奢侈品英文广告语

奢侈品英文广告语

奢侈品英文广告语Luxury products have always been a status symbol for people all over the world. They are a symbol of wealth, success, and sophistication. Luxury brands strive to convey these qualities in their advertising campaigns, through their design and packaging, and in the overall experience that they provide their customers.Luxury brands target a select group of consumers who are willing to pay a premium price for a product that is superior in quality and craftsmanship. These consumers believe that they are buying into more than just a product; they are buying a lifestyle and a sense of exclusivity.There are a variety of different ways that luxury brands market themselves and their products. One of the most effective ways is through advertising campaigns. A well-designed,well-executed advertising campaign can go a long way in establishing the brand’s image and attracting new customers.The following are some examples of luxury product advertising slogans:1. Louis Vuitton: "The art of travel"Louis Vuitton has long been associated with luxury travel. Their advertising slogan "The art of travel" reinforces this image by reminding customers that their products are not just functional, but also works of art.2. Chanel: "Inimitable"Chanel is a brand that is synonymous with elegance and sophistication. Their advertising slogan "Inimitable" reinforces their brand image by suggesting that their products are not just beautiful, but also unique and impossible to replicate.3. Gucci: "Luxury made for you"Gucci's advertising slogan "Luxury made for you" emphasizes the exclusivity of their brand and suggests that their products are tailor-made for their customers.4. Rolex: "A crown for every achievement"Rolex is a luxury watch brand that is often associated with achievement and success. Their advertising slogan "A crown for every achievement" reinforces this image by suggesting that owning a Rolex is a symbol of success and accomplishment.5. Prada: "Simplicity is the ultimate sophistication"Prada is a luxury brand that is often associated with minimalist design and a clean, sophisticated aesthetic. Their advertising slogan "Simplicity is the ultimate sophistication" reinforces this image by suggesting that their products are simple, yet sophisticated.6. Hermes: "The ultimate luxury"Hermes is a luxury brand that is often associated with timeless style and impeccable craftsmanship. Their advertising slogan "The ultimate luxury" reinforces this image by suggesting that their products are the pinnacle of luxury.7. Burberry: "This is London"Burberry is a luxury fashion brand that is often associated with British style and heritage. Their advertising slogan "This is London" reinforces this image by suggesting that their products are a reflection of the timeless elegance of London fashion.8. Cartier: "Timeless elegance"Cartier is a luxury watch and jewelry brand that is often associated with timeless elegance and sophistication. Their advertising slogan "Timeless elegance" reinforces this image by suggesting that their products are not just beautiful, but also enduring and timeless.In conclusion, luxury product advertising slogans are an important aspect of luxury brand marketing. These slogans are designed to convey the exclusivity, elegance, and sophistication of the brand and its products. Effective slogans can go a long way in establishing a brand’s image and attracting new customers. The examples above are just a few of the many successful luxury product advertising slogans that have helped establish some of the world's most exclusive brands.。

品牌资产提升方案

品牌资产提升方案

品牌资产提升方案品牌资产(Brand Equity),是指品牌所拥有的价值、资产、竞争优势和影响力等。

品牌资产是品牌在市场竞争中取得成功的重要因素之一。

在当前日益激烈的市场中,如何提升品牌资产将成为企业必须面对的课题之一。

品牌定位品牌定位是品牌策略的核心,是品牌资产提升的首要步骤。

品牌定位应该与企业的战略相匹配,并符合目标客户的需求和期望。

品牌定位不仅需要确定品牌的产品特性、核心竞争力和优势,还需要确定品牌的形象、声音和风格等。

品牌定位需要经过市场调研、竞争分析和目标客户画像,全方位考虑品牌与市场以及消费者的关系,最终确定品牌定位策略。

品牌定位需要长期执行,始终保持品牌形象的一致性和稳定性。

品牌标识设计品牌标识设计是品牌资产提升的重要步骤之一。

品牌标识是品牌的视觉识别系统,是品牌形象的重要组成部分。

品牌标识应该简洁、明了、易于识别和记忆,同时要与品牌形象和定位相匹配。

品牌标识设计需要关注色彩、形状、字体、图形等方面的搭配和组合,同时要注意版权、保密和商标等法律问题。

品牌标识设计还需要进行测试和评估,以评估标识的可行性和效果,最终确定最适合的标识方案。

品牌传播渠道品牌传播渠道是品牌资产提升的关键之一。

品牌传播渠道包括广告、公关、推广、市场营销等多种传播手段,需要综合考虑品牌定位和目标客户的特点,确定最适合的传播方式和渠道。

品牌传播渠道需要具有广泛的覆盖面和强大的影响力,同时需要掌握市场动态、关注消费者反馈并及时调整传播策略。

品牌传播渠道的效果需要进行监测和评估,以不断改进和优化传播方案。

品牌保护和管理品牌保护和管理是品牌资产提升的重要环节。

品牌是企业的重要资产,需要进行保护和管理,以避免品牌风险和损失。

品牌保护和管理需要关注知识产权、商标注册和侵权等问题,建立品牌保护机制和法律保障体系。

品牌保护和管理还需要注意品牌形象和声誉,在社交媒体和网络时代,品牌形象和声誉可以在短时间内受到严重损害,需要及时采取措施进行品牌危机管理和公关处理。

外文翻译--理解品牌资产为成功的品牌延伸

外文翻译--理解品牌资产为成功的品牌延伸

外文原文:Understanding brand equity for successful brand extensionBrand extension could create synergySuccessful examples such as Diet Pepsi and Diet Coke benefited from the brand franchise of their parent products. Arguably, further advertising the extension might even create synergy between it and its parent brand. In fact, after initially resisting brand extension, Coca-Cola introduced six extensions and captured a larger market share than the original brand. As an extreme example, one of the extensions, Cherry Coke, was successful despite a near absence of advertising support. Recent history shows that more than half of the new brands marketed during the 1980s were extensions of existing products, marketed under existing brand names. As a result, there is even more pressure toward brand extension. While successful product extension can reap benefits, management should not forget the risk of extension failure.Potential problemsHistory shows the potential of brand extension problems which range from outright failure to partial failures such as brand cannibalism. Instead of success, the failed extension might tarnish the image and reduce the market share of the parent product. Extensions such as the Cadillac Cimarron serve as examples of the price of a mistake. While the Cimarron was not actually a failure it did cast a shadow on the core product. The model was popular in a market segment which could not afford luxury sized Cadillacs. Owners of luxury sized models lost their sense of the car′s exclusivity. Consumers seemed to think that if anyone who could afford a Chevrolet could afford a Cadillac, a full sized Cadillac seemed to be worth less. The lesson taught by the Cimarron example is that it is important to know what consumers think of the core product and what they will think of the extension. Other failed extensions warn of potential problems and dissipation of corporate family fortunes. Still, the lure of brand extension benefits continues to attract attention.Managers seem to be aware of the dangers and benefits of extending their brandfranchise. Yet the number of failed extensions in the past few years indicates that some refinement in our knowledge of the brand extension process is needed. This article attempts to synthesize concepts from both the brand extension and brand equity literature to yield managerial insights into the process underlying brand extension. Brand equityBrand-focussed marketingThe concept of brand equity has been the subject of a number of studies and has been viewed from a number of perspectives. It has been described frequently as the value a brand name adds to a product. That value can be a halo extending beyond the current product category to other product classes. Generally, brand equity results from all the activities need to market the brand. Therefore, it can be viewed in terms of the brand-focussed marketing effects of those activities. It has received a great deal of attention recently for several reasons, the foremost of which is the increasing strategic pressure to maximize marketing productivity. That pressure yields managerial attempts to gain advantage by increasing efficiency. In addition, references to marketing success based on synergy, consistency, and complementarity ( Park and Zaltman, 1987) have tended to support a deeper understanding of the underlying components of products, and have awakened marketing managers to survival opportunities in an era of flat markets, increasing costs, and greater international competition.The literature on brand equity shows two major focuses. Some authors have focussed on the financial aspects of brand equity, more pertinent to determining a brand′s valuation for accounting, merger, or acquisition purposes. Others have focussed on the consumer behavior effects specific to a particular brand. For marketers, the consumer effects are the appropriate focus and include a number of cognitive effects.Consumer memoryThe underlying basis of brand equity is consumer memory. Much of the cognitive psychology literature has been devoted to the study of memory structure and the process of memory. Most of the widely accepted work involves aconceptualization of memory structure involving associative models. An associative model views memory as consisting of a set of nodes and links (Wyer and Srull, 1989, but see Keller, 1993). Nodes are stored information connected by links of varying strengths. When the consumer thinks about a product, or recognizes a problem, a “spreading activation” process connects node to no de and determines the extent of retrieval. For example, if a consumer′s automobile is damaged in an accident, he or she will encode the information in a node in memory, which may activate other nodes including those devoted to insurance agency information, the dealership which sold the last car, advertising information about a new model, and others. The factor which mediates which and how many nodes are activated is the strength of association between the nodes. Once the consumer thinks of the need for a new car, specific information most strongly linked to the new car model will come to mind. The information will include features like price, styling, the consumer′s past experience with it, word of mouth, and other information.Components of brand equityVarious authors have described brand equity in terms of components of brand knowledge. Of all the definitions, the most relevant treats it as the differential effect of brand knowledge on consumer response to the marketing of the brand (Keller, 1993). Brand equity represents a condition in which the consumer is familiar with the brand and recalls some favorable, strong, and unique brand associations. This definition focusses on the individual consumer and the consumer′s reaction to the marketing of a particular product. In addition, Keller describes what consumers know about brands and what such knowledge implies for marketing strategy. Before completing a definition of brand equity, it is important to explore its foundation. Create brand awarenessKeller (1993) conceptualized brand equity using an associative memory model focussed on brand knowledge and involving two components, brand awareness and brand image, described as a set of brand associations. Using this conceptualization of brand equity, the manager′s first job is to create and enhance brand awareness, then build on this foundation and craft a salient image composed of a group of positiveassociations about the brand. The typical marketing tools used to create brand image include the choice of advertising budgets, messages and media, as well as packaging, pricing and distribution channels. Proper management of these elements helps to create a level of awareness in the target audience, and careful creative activities can form a brand′s identity in the consumer′s mind – its brand image.Brand awarenessThere are several levels of brand awareness depending on the ease with which a consumer can recall the brand. Consumers exposed to advertising, word of mouth, and other promotions, who are able to recall the brand only with some kind of cue achieve a low level of brand awareness, recognition, also called aided recall. Aided recall is insufficient to generate a consumer choice by itself, since the consumer is unable to generate a picture of the brand. A consumer would have to encounter the brand and recognize it as a potential purchase choice. The associative memory model would describe the strength of association between the brand and the situation as relatively weak. However, since the consumer can recognize the brand when confronted by it, the marketing efforts may still have a positive effect. If consumers make decisions in the store for a group of products, recognition will be very important in shaping the purchase of those products.Brand recall is critical for successConsumers who are able to recall a brand name without aid achieve a high level of brand awareness, often termed unaided recall. In this situation, the associative model of memory would describe the strength of association of a brand name with a situation as strong. In the classic consumer behavior model, consumers who recognize a problem and engage in internal search can use unaided recall to generate alternative product choices, or even to engage in routine product choice. Because recall determines which alternatives are generated, those not recalled cannot be part of the consideration set of products, the subset of products that receive serious consideration for purchase. Thus, for many products, brand recall is critical for success.Brand awareness is important for other reasons besides its role in generating a consideration set. For some low involvement products, brand awareness is sufficientto create sales. Since consumers spend little time or effort on the consumption decision of low involvement products, familiarity with the brand name may be enough to determine purchase. The most important aspect of brand awareness is the formation of information in the memory in the first place. A brand awareness memory node is necessary before any brand associations can be formed. Without an established brand node in the memory, it is impossible to build a brand image.A strong brand image is essentialBrand imageAfter creating brand awareness, a manager must create a set of positive associations of the brand in the consumer′s mind. This task is the essence of creating a positive brand image. Brand image can be defined as the perceptions about a brand as reflected by the brand associations held in consumer memory (Keller, 1993). Moreover, there are three important aspects to brand image which determine the different consumer responses to different products. The dimensions are the favorability, strength, and uniqueness of brand associations. A positive brand image is vital for defi ning a target market, determining a product′s position, and measuring market response. For example, years of advertising have established NyQuil′s position as the night-time cough medicine. Successful positioning has created a unique, favorable, and strong brand image. NyQuil is the single brand to be used at night, which makes it unique. It quiets a cough and “helps you get to sleep and stay asleep”, which puts it in a favorable light. Finally, since most consumers will answer the question, “What is the ni ght-time cough medicine?” with the brand, NyQuil, its image is strong.Aspects of brand associationsBrand associations can span a variety of classifications. As noted above, positive brand associations should be unique, strong, and most important, favorable. Unique brand associations have been classified into three major categories: attributes, benefits, and attitudes.Attributes. In general, attributes relate to product performance. They can be further divided into product related and nonproduct related attributes. Product relatedattributes are connected to the product′s physical characteristics and vary by product category. They are familiarly called features. As an example, components, materials, on-screen programming and stereo sound are all product related attributes of a video cassette recorder. Non-product related attributes are defined as external aspects which relate to a product′s purchase or consumption. They include four types of information: price, packaging, the identity of the typical consumer, and where and in what situations the product is used.Brands often have a personalityConsumers recognize attributes in products and with many product categories, especially shopping goods, actively compare alternatives. The nonproduct attributes have little to do with product function, but may serve as important cues to help create further associations. For example, consumers often associate price with quality. It is likely that, in their minds, they may group products in a category by price. Packaging usually does not affect product function, but serves as a cue to product quality. Quality products are usually sold in quality packages. Associations with the other two nonproduct attributes can be formed by consumer observation, and often can reflect some consumer inferences. Often brands have a personality, like “rugged”, “dependable”, or “youthful”. The brand personality can result from creative advertising, and/or consumer inferences about the user or usage situation.Benefits. Benefits represent the want satisfaction that product features convey. They are often specific and represent what specific consumers value. Benefits like high gasoline efficiency may be highly attractive to some automobile buyers, but less important to others who value low purchase price. Benefits are often further classified as functional, experiential or symbolic (Park et al., 1986). Functional benefits pertain to the intrinsic features possessed by the product and are often linked to relatively low level needs. Experiential benefits are also linked to features and pertain to how it feels to use the product.出处:Dennis A. Pitta and Lea Prevel Katsanis.Understanding brand equity for successful brand extension[J]. Journal of Consumer Marketing. 1995. 12(4), pp.51-64中文译文:理解品牌资产为成功的品牌延伸品牌延伸可以创造的增效作用成功的例子如可乐、百事可乐品牌中得益于他们的母产品的特许经营。

打造全球品牌的作文英语

打造全球品牌的作文英语

打造全球品牌的作文英语Building a Global Brand。

In today's interconnected world, the concept of a global brand holds immense significance. A global brand is not just a product or service; it's a representation of trust, quality, and consistency across borders. Creating such a brand requires a strategic blend of innovation, marketing prowess, and a deep understanding of diverse cultures. Let's delve into the intricacies of building a global brand, examining the key elements and strategies involved.First and foremost, a global brand must resonate with the values and aspirations of consumers worldwide. This necessitates thorough market research to identify commonalities and differences among target demographics across various regions. Understanding cultural nuances, preferences, and purchasing behaviors is paramount in tailoring products or services to different markets whilemaintaining brand integrity.Moreover, innovation lies at the heart of a successful global brand. Continuous improvement, adaptation to emerging trends, and anticipation of consumer needs are essential for staying ahead in today's dynamic market landscape. Whether it's introducing cutting-edge technologies, enhancing product features, orrevolutionizing customer experiences, innovation drives brand differentiation and fosters long-term loyalty.Effective communication is another cornerstone of building a global brand. Clear, consistent messaging that transcends linguistic and cultural barriers is crucial for brand recognition and recall. Utilizing various channels such as social media, advertising, and public relations enables brands to reach diverse audiences and cultivate meaningful connections. Moreover, storytelling plays a pivotal role in conveying brand values, heritage, and purpose, evoking emotions that resonate with consumers on a deeper level.Furthermore, building partnerships and alliances can significantly enhance the reach and influence of a global brand. Collaborating with local businesses, influencers, and organizations not only facilitates market penetration but also fosters trust and credibility within new markets. Strategic alliances also offer opportunities for co-branding initiatives, joint ventures, and knowledge exchange, amplifying brand visibility and relevance on a global scale.In addition to external strategies, internal alignment is essential for building a cohesive global brand identity. Ensuring consistency in brand messaging, visual identity, and customer experience across all touchpoints instills confidence and fosters brand loyalty. Moreover, cultivating a strong corporate culture centered on innovation, integrity, and customer-centricity empowers employees to become brand ambassadors and advocates, driving organic growth and positive word-of-mouth.Moreover, building a global brand requires a long-term perspective and unwavering commitment to excellence. It'snot merely about short-term gains or quick fixes but about building enduring relationships based on trust and authenticity. Brands that prioritize ethical business practices, sustainability, and social responsibility resonate more deeply with today's socially conscious consumers, fostering brand loyalty and advocacy.In conclusion, building a global brand is a multifaceted endeavor that requires a strategic blend of innovation, cultural sensitivity, effective communication, and unwavering commitment to excellence. By understanding the diverse needs and preferences of consumers worldwide, fostering innovation, forging strategic partnerships, and prioritizing authenticity and integrity, brands can transcend geographical boundaries and establish a lasting presence on the global stage.。

英语作文-设计服务行业打造品牌助力行业升级

英语作文-设计服务行业打造品牌助力行业升级

英语作文-设计服务行业打造品牌助力行业升级The design service industry plays a crucial role in shaping the image and brand of businesses across various sectors. From graphic design to interior design, the services provided by design professionals have the power to elevate a brand and enhance its overall appeal. In today's competitive market, it is essential for businesses to invest in design services in order to stand out and stay ahead of the competition. By leveraging the expertise of design professionals, businesses can create a strong brand identity that resonates with their target audience and sets them apart in the market.One of the key ways in which design services can help the industry to upgrade is by focusing on creating a unique and memorable brand identity. A well-designed brand identity encompasses everything from the logo and color scheme to the overall visual language of the brand. Design professionals can work closely with businesses to understand their values, mission, and target audience, and then translate these elements into a cohesive and impactful brand identity. This not only helps businesses to differentiate themselves from competitors but also creates a strong and recognizable presence in the market.Furthermore, design services can also assist businesses in creating a seamless and engaging customer experience. From the layout of a physical store to the user interface of a website, the design plays a crucial role in shaping the way customers interact with a brand. By investing in thoughtful and user-centric design, businesses can create a positive and memorable experience for their customers, leading to increased satisfaction and loyalty. This, in turn, can have a significant impact on the success and growth of the business.In addition to brand identity and customer experience, design services can also contribute to the industry's upgrade by helping businesses to stay relevant and adapt to changing market trends. Design professionals are skilled at staying abreast of the latestdesign trends and technologies, and can provide valuable insights and guidance to businesses looking to refresh their brand or update their visual assets. By embracing innovative and contemporary design solutions, businesses can ensure that they remain competitive and appealing to their target audience.Another way in which design services can contribute to the industry's upgrade is by fostering creativity and innovation. Design professionals are trained to think outside the box and come up with creative solutions to complex problems. By collaborating with businesses, they can inject fresh ideas and perspectives into the brand's visual identity and communication strategies. This not only helps businesses to differentiate themselves but also fosters a culture of creativity and innovation within the industry as a whole.In conclusion, the design service industry has the power to significantly impact the success and growth of businesses across various sectors. By investing in design services, businesses can create a strong brand identity, enhance the customer experience, stay relevant in a changing market, and foster creativity and innovation. As the industry continues to evolve, it is essential for businesses to recognize the value of design services and leverage them to stay ahead of the competition and achieve long-term success.。

品牌形象策略英语作文

品牌形象策略英语作文

品牌形象策略英语作文Title: Crafting Brand Image Strategy for Success。

In today's competitive business landscape, the significance of a strong brand image cannot be overstated.A well-defined brand image strategy is crucial for establishing a distinctive identity, building consumer trust, and ultimately achieving success in the market. In this essay, we will delve into the intricacies of brand image strategy and explore how businesses can effectively craft and implement it.First and foremost, it is imperative to understand what constitutes a brand image. Essentially, a brand image encompasses the perceptions, feelings, and associationsthat consumers have towards a particular brand. It is shaped by various factors, including brand messaging,visual identity, product quality, customer service, and overall brand experience.To develop a robust brand image strategy, businesses must begin by clearly defining their brand identity and values. This involves articulating what the brand stands for, its unique selling propositions, and the emotional benefits it offers to consumers. By establishing a strong brand identity, businesses can differentiate themselves from competitors and resonate with their target audience on a deeper level.One of the fundamental elements of brand image strategy is brand positioning. This entails identifying the specific niche or market segment that the brand aims to target and determining how it wants to be perceived within that segment. Through effective positioning, businesses can carve out a distinct space in the minds of consumers and position themselves as the preferred choice within their category.Another crucial aspect of brand image strategy is brand communication. This involves crafting consistent and compelling messaging across various touchpoints, including advertising, social media, packaging, and customerinteractions. By maintaining a coherent and authentic brand voice, businesses can reinforce their brand identity and cultivate stronger connections with consumers.Furthermore, visual elements play a pivotal role in shaping brand image. This includes the design of the logo, color palette, typography, and other visual assets. A visually appealing and cohesive brand identity not only enhances brand recognition but also conveys professionalism and credibility to consumers.In addition to outward-facing elements, internal alignment is also vital for brand image strategy. This entails ensuring that all employees understand and embody the brand values, and are aligned in delivering a consistent brand experience to customers. From frontline staff to senior management, everyone within the organization plays a role in shaping the brand image through their actions and interactions.Moreover, maintaining brand consistency is paramountfor long-term success. Consistency in branding helps toreinforce the brand image and build trust and loyalty among consumers. Whether it's through product quality, messaging, or visual identity, consistency breeds familiarity and fosters a sense of reliability in the minds of consumers.In conclusion, crafting a compelling brand image strategy is essential for businesses looking to thrive in today's competitive marketplace. By defining a clear brand identity, positioning the brand effectively, communicating consistently, and ensuring internal alignment and consistency, businesses can create a powerful brand image that resonates with consumers and drives long-term success.Through meticulous planning, strategic execution, and a deep understanding of consumer psychology, businesses can forge a strong and enduring brand image that sets them apart from competitors and propels them towards sustained growth and prosperity.。

英语作文-专业设计服务如何提升品牌价值?

英语作文-专业设计服务如何提升品牌价值?

英语作文-专业设计服务如何提升品牌价值?In the competitive market of today, the significance of brand value cannot be overstated. It is the perception of the brand in the minds of customers that often dictates the success or failure of a product or service. Professional design services play a pivotal role in enhancing this brand value. They do so by creating a visual identity that resonates with consumers, embodies the company's values, and stands out in a crowded marketplace.The first step in this process is understanding the brand's core values and mission. Designers work closely with the brand to capture the essence of what they stand for and translate that into design elements that can be consistently applied across all platforms. This consistency is key to building recognition and trust with customers. When a brand's visual identity is consistent, it becomes more memorable, and customers are more likely to return to it and recommend it to others.Moreover, professional design services employ strategies that evoke emotions and create connections with the audience. Through the use of color, typography, and imagery, designers can convey messages that resonate on an emotional level. This emotional connection can transform a one-time buyer into a loyal customer, thereby increasing the lifetime value of the customer to the brand.Another aspect where professional design services add value is through differentiation. In a sea of competitors, a well-designed brand can stand out. This is not just about being different for the sake of it, but about highlighting what makes the brand unique. Whether it’s through innovative packaging, a distinctive logo, or a user-friendly website, design can differentiate a brand from its competitors and capture the attention of potential customers.User experience is also a critical component of brand value, and this is where design services excel. A well-designed product or service is intuitive and easy to use. This positive user experience leads to higher customer satisfaction, which in turn leads to positive reviews and word-of-mouth referrals. In the digital age, where online reviewscan make or break a brand, the importance of a positive user experience cannot be underestimated.Furthermore, professional design services can help a brand stay relevant. Markets change, trends come and go, and customer preferences evolve. Designers keep their finger on the pulse of the latest trends and can help a brand evolve its visual identity to stay current. This agility can prevent a brand from becoming outdated and losing its appeal to modern consumers.In conclusion, professional design services are not just about creating a pretty logo or an attractive website. They are about creating a comprehensive visual identity that communicates a brand's values, connects with customers on an emotional level, differentiates the brand in the marketplace, provides a positive user experience, and helps the brand stay relevant over time. Investing in professional design services is investing in the brand's future, and the return on this investment is reflected in the enhanced brand value. Through thoughtful design, a brand can become more than just a product or service; it can become a part of the customer's identity, and that is the ultimate goal of brand value enhancement.。

为品牌造势英语作文

为品牌造势英语作文

为品牌造势英语作文Brand Building。

Brand building is a crucial process for any business, big or small. It involves creating a strong brand identity that resonates with your target audience and sets you apart from your competitors. A well-built brand can help increase customer loyalty, boost sales, and establish a positive reputation in the market.To build a successful brand, businesses need to focus on several key elements. Firstly, they need to define their brand identity, which includes their brand values, mission, and vision. This helps them create a unique brand personality that connects with their audience on an emotional level.Secondly, businesses need to create a consistent brand image across all their marketing channels. This includes their logo, website, social media profiles, and advertisingcampaigns. Consistency is key to building brand recognition and trust among customers.Thirdly, businesses need to engage with their audience on a regular basis. This can be done through social media, email marketing, or other forms of content marketing. By providing valuable content and building relationships with their audience, businesses can create a loyal customer base that will help spread the word about their brand.Finally, businesses need to monitor and measure their brand performance. This includes tracking brand awareness, customer satisfaction, and sales. By analyzing this data, businesses can make informed decisions about theirmarketing strategies and adjust their brand buildingefforts accordingly.In conclusion, brand building is a complex process that requires careful planning, execution, and monitoring. However, the benefits of a strong brand can be immense, including increased customer loyalty, sales, and reputation. By focusing on key elements such as brand identity,consistency, engagement, and performance, businesses can build a brand that stands the test of time.。

WhatisbrandDNA

WhatisbrandDNA
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3、最有效的广告不只是传播消息
• 有关广告策划的几点提示: 消费者不是无脑,要擅长使用他头脑中的东西。 成功在于诉求点单纯,过多诉求点会给消费者和创作人员制造 混乱。 使用消费者语言,避免厂家语言,亦有助于创作人员明白目标。
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3、最有效的广告不只是传播消息
• 如果有一句话可以极好地概括品牌DNA法则的刺激与反应,并且 可以为它的使用以及在写作及评佑时思考提供指南。那就是: 问题不在于你输入了什么? 而在于观众接受了什么!
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1、最有效的广告是可以预估广告效果的
• 自然地,你的阐述必须比只陈列效果更为全面。如你必须具体说 明,我们期望达到何种特别的需要和欲求。
• 准确决定我们所期望的广告目的,有助于敏锐地将创意思维集中 于广告任务上,同时为通过研究或判断来评估广告效果提供明确 的标准。
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1、最有效的广告是可以预估广告效果的
• 品牌或产品不是对每一个人都有吸引力。 • 我们应清楚向谁来宣传才有效,在设定目标消费者时,需要满足
许多要求:从销售商最广范的定义,到激发创意火花的重要。
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2、最有效的广告是有针对性的
• 必须从市场目标消费群中发掘一个具体、清晰的广告目标诉求对 象,然后,转换成有意义的、富创意的语言,使我们知道诉求对 象的思想。
5、如何撰写T计划 6、最有效的广告并不始于创作部
7、最有效的广告需要灵感 8、最有效的广告有一个可以认知的意念 9、最有效的广告是那些富有成效的专业广告人员创作出来的
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6、最有效的广告并不始于创作部
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6、最有效的广告并不始于创作部
• 广告计划是创作人员的简报,其编写同样需要技巧,简明而深刻, 如同写广告一样,实际上,缺乏考虑周全的广告计划可能产生差 劲的创意。因此,谨记以下几点:
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(二)标题:Building Brand Equity Through Advertising原文:Learning from Brand Equity Research to Build Ads That Build BrandsYears of research have shown that consumer perceptions and attitudes - measured collectively, and commonly described as consumer Brand Equity - have a direct relationship to a brand's market position and business results. Marketers rely on advertising as one primary tool to develop and nurture Brand Equity. This paper will share some findings that look at advertising, as a contributor to Brand Equity - specifically, how Brand Equity measures can contribute to the development and evaluation of advertising at the pretest stage, in a copytest.Short-Term Impact and _ Long-Term Brand EquityHistorically, pretest (copytest) measures are designed primarily to evaluate an ad's potential impact in the short term. We use standardized measures of the ad's potential to be noticed and remembered; to register the brand name and convey its message or image; to reinforce loyalty or preference among current buyers; and to persuade consumers to buy or use the brand. Previous studies, many of them presented at the ARF over the years, have validated these pretest measures in relation to inmarket results - typically in terms of sales volume or share, and sometimes awareness, for the period during or immediately following the ad's run. So these pretest measures have a demonstrated ability to identify and quantify the short-term effectiveness of individual ads.But marketers also want advertising to build their brands in the long term. Some studies have focused on the long-term effects of advertising, a year or more beyond the ad's run. They show that some ads are effective in the short term and the long term, while some are effective only while they run. However, we have yet to see any evidence of ads that contribute to business results in the long term without any measurable short-term impact. So we could say that short-term effectiveness is necessary, but not sufficient, to produce long-term results.This raises the obvious question, how can we measure an ad's potential to build the brand in the long term - to develop or reinforce Brand Equity? One approach comesfrom our learning about Brand Equity. To show how that applies to copytesting, we have to start at the other end: with measures of consumer Brand Equity, in market. Measuring Brand EquityOur measure of Brand Equity comes from a model that uses a handful of standardized attitude measures that are generalizable across brands, business sectors, and markets. In a study representing 200 different brands from 40 different product and service categories, comprising over 12,000 consumer interviews for over 200,000 individual brand assessments, these measures have been validated in relation to market variables and business outcomes - what we like to call "Brand Health."It is important to understand how the model works to measure Brand Equity. The overall construct that we call "Brand Health" depends on three major factors: Brand Equity perceptions, Consumer Involvement with the category, and Price/Value perceptions. These are derived measures, based on a series of standard rating scales. The Brand Equity measure summarizes consumer perceptions on five dimensions: Familiarity, Uniqueness, Relevance, Popularity, and Quality. Involvement reflects consumers' reported sensitivity to brand differences, how much brands matter to them in this category; and Price represents the perceived price/value relationship. To line up these ratings with business results, we also need to account for brand size.The derived measure of Brand Health shows a strong correlation with consumers' reported brand loyalty, commitment, purchase intent ratings, and price sensitivity. At the brand level, we also find a strong relationship to market share, and to five-year trends in share and profitability.Advertising and _Brand EquityThis begs the question: "If Equity drives the Brand, what drives Equity?"We went looking for answers in a follow-up study, that we reported at last year's Week of Workshops3. This study was more focused than the first one, concentrating on 79 brands from 20 different categories of FMCGs with a relatively high penetration - in all, over 2,700 consumers gave more than 10,000 brand assessments. Each brand was rated on our five Equity dimensions, and also on several factors that we thought should contribute to Brand Equity - including perceptions of theadvertising. Specifically, we asked whether they recalled advertising for the brand and if so, whether they felt the advertising had a favorable impact on their opinion of the brand.Advertising was not the biggest factor contributing to Equity; product and package performance, the "look and feel" of the brand, and the brand name itself, each had a stronger correlation to Equity than advertising had. But favorable ad awareness also had a significant relationship to Equity. In particular, it contributed to ratings for Familiarity and perceived Uniqueness - qualities that have a logical relationship to advertising.But why is advertising correlated with Equity at lower levels than these other variables? One possibility is that advertising influences these other perceptions indirectly, but more strongly than consumers think it does. And of course, the brands would vary in the level and quality of their advertising support. In any case, perceptions of the advertising are correlated with Equity. This confirms our belief that advertising contributes to Brand Equity, or at least, that it can - which points to the need for a way to measure an ad's potential contribution to Brand Equity, in a pretest. Copy Test Measures for_Brand EquityAt around the same time as this study, we began to include the five Equity ratings in the Diagnostic segment of our copy test. Of course, "equity" is not a property of an individual ad; it's a property of the brand. But in a copy test that measures consumers' perceptions and reactions to an ad execution, we should be able to measure its potential to enhance or reinforce brand perceptions. Equity studies typically reference attributes specific to a brand or category, to identify the unique "equities" that position and differentiate individual brands. We often evaluate these in copytests, too. But by adding the validated, generalizable items from the Equity*Builder model, we should be able to assess ads at the pretest stage in terms of their potential to build Brand Equity.Here's a quick summary of the copytest methodology that we call Next*TV: A nationally distributed sample is recruited to the survey by telephone, in the guise of a "program evaluation study." Qualified recruits get a packet in the mail with a VHStape that has a half-hour sitcom, with commercials embedded in the program, and instructions for the study. The next day we contact them again by phone to ask questions about the program, and to collect day-after recall measures for the test ads. After the recall measures, we administer a monadic exposure to selected test ads, which are "hidden" at the end of the tape. From this monadic exposure, we collect communication and reaction measures, Purchase Intent, and Brand Attribute Ratings. Purchase Intent and Attribute Ratings are also collected for a matched Control group that answers the same question about the brand, but without exposure to the test ad. We get ratings for the Equity*Builder items developed in our Brand Equity research-both for the test ad, and for the unexposed Control group. With these data in hand, we can begin to look at the relationships.First, we see that individual ads do tend to produce a positive change in these ratings, compared with Control group data collected for each brand without test ad exposure. Second, we see that the average ratings on these items, across all brands, are similar to the average ratings we've seen in our Brand Equity database. And if we apply the Equity*Builder model to calculate an Equity Index, the copytest Control groups show the same distribution as the brands in our Equity database. Calculating the same index for each test ad, we see a lot of variation across executions - but of course a lot of that variation is due to differences in the brands, to begin with. If we take the difference, the increment above Control group levels, for each ad test, we find consistent discrimination between Test and Control - that is, most ads do produce a positive change from their starting levels. And we see a wide range of variation across ads: some do a lot more than others to enhance Equity perceptions.These results confirm our expectations. The data show that:1 Validated Brand Equity measures can be transferred to the copytest;2 Data distributions indicate we are measuring substantially the same things; so3 We can evaluate and discriminate between individual ads, based on their potential to enhance or reinforce perceptions that drive Brand Equity.This is useful in itself, because it provides an added dimension to the pretestassessment. For individual ads, however, thetraditional measures of immediate impact remain the primary criterion for evaluation. How are these related to the Brand Equity measures?Equity Measures and Ad RecallFirst, let's take a look at our measures for Recall. If we divide the ads into thirds (high, middle, and low), based on their Equity Index, we see that brandassociated Related Recall is higher for ads that get higher Equity ratings.This is day-after Related Recall, on a brand-aided basis, and validation studies tell us it's associated with awareness, or "rate of delivery." There's less difference in Measured Attention, our aided recognition of the creative execution; the difference in overall Recall is mostly due to higher Brand Linkage, a derived measure that represents brandassociated recall among those who notice and remember the ad itself. It's interesting, also, to see how these test measures relate to the individual "components" of Brand Equity. In particular, higher levels of ad Recall and Brand Linkage are associated with higher ratings for perceived Uniqueness, Familiarity, and (to some extent) Relevance of the brand.These are not extremely strong relationships; they are statistically significant, but not primary drivers of Recall. But it's clear that brands that have higher Equity ratings also enjoy at least a small advantage for their ads in being noticed, remembered, and especially, branded. Now let's look at Persuasion.Equity Measures and Persuasive ImpactWe already know, from our Brand Equity studies, that the Equity Index and its components are directly correlated with Purchase Intent (PI) for the brand. In our copytest, we turn Purchase Intent into a Persuasion measure by evaluating the change in PI for the ad, compared to its matched Control group with no ad exposure. Since the Equity measures are already correlated with PI in the Control group, we need to take the Equity ratings for each ad as a change score too, relative to its Control group levels. When we do, we find a direct relationship to persuasion: ads that produce a bigger change in the Brand Equity ratings produce a bigger change in Purchase Intent. This relationship holds for each of the components of the Equity Index: Familiarity,Uniqueness, Relevance, Popularity, and Quality.ConclusionsWe've demonstrated an ability to evaluate and differentiate ads on the basis of their potential to enhance or reinforce Brand Equity. But more than that, the relationship between sales - validated measures of short-term advertising impact, on the one hand, and market-validated measures of Brand Equity, on the other, is both compelling and useful.It shows that immediate and long-term objectives are compatible, and may be mutually supportive. It means the Equity ratings add a new Diagnostic dimension to the copytest, to help advertisers understand and optimize performance on the short-term measures. As some of these tested ads find their way into media schedules and the brands are measured again in our longitudinal studies, we expect to see that ads that move these Equity ratings, in the copytest, will build Brand Equity in the long term.出处:Dave Walker. Building Brand Equity Through Advertising. ARF Week of Workshops, 2002, 8 .(二)标题:通过广告打造品牌资产译文:从品牌资产研究中学习建立广告、打造品牌多年的研究表明,消费者的观念和态度- 通过全体测量,并通常被描述为消费者品牌资产-直接关系到提高到一个品牌的市场定位和经营成果。

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