中国企业品牌国际化的创新研究【外文翻译】
中国汽车工业发展中英文对照外文翻译文献
中英文资料外文翻译外文翻译The mercerized and internationalized backgroundAt present，under the mercerized and internationalized background，how to strengthen the independent development ability of our country’s auto industry has become the urgent problem to be solved．This article，by referring to the experience of developed countries of automobile industry in implementing the industrial policy and comparing the two regulations made in 1994 and 2OO4 about independent intellectual property right in the industrial policy，has put forward policy recommendations of supporting independent development of our country’s auto industry．A brand based on market is promises for a product's capability, quality and service. Up to now, well-known automobile brands are accounting for two percent of two hundred far famed brands in all country. Meanwhile, after going into WTO, a great set of foreign automobile enterprises possessing good quality, favorable capability, knight service will enter into our country and bring a fire-new idea of brand for our domestic consumers. No doubt, that will not only greatly impact on our domestic automobile enterprises, which don't have the capability of independent exploitation and the consciousness of brand cultivation, but also affect development of automobile industry. So, during the crucial period, our country needs urgently brands of great competitive power, which can drive and prompt development of automobile industry.The paper, starting with the analysis of brand and combining with the theory of strategy management, regarding carmakers as object, depicts development panorama of domestic automobile industry and provides some simple thoughts about breeding and developing automobile brand in our country, through studying studying problems relating to automobile brand. It is the primary studying intention that upgrades core competency Of domestic automobile enterprises and impels development of automobile industry, recurring to putting forward some related tactics of breeding and developing automobile brand in our country. The paper's meaning consists two points: the first, it makes enterprises attach importance to automobile brand in consciousness and know it afresh;the second, it advances some operational tactics by demonstration analysis, which can be used for reference by enterprises and industry.Research methods used in the paper are primarily demonstration analysis and comparison analysis. Anticipative research fruits of the paper involve: (1) seedtime and actuality analysis of automobile brand in our country; (2) mode-comparison of automobile brand in different countries;(America, German, Japan, Korea); (3) key factors of affecting our automobile brand development;(4) tactics and countermeasures of cultivating automobile brand. Innovations of the paper rest with: (1) research content, i.e. havinga all-around research of breeding automobile brand and coming into being strategy system;(2) research purpose, i.e studying how to forge competitive automobile brand can drive industry development; (3) research angle, i.e. knowing and analyzing automobile industry in virtue of brand.Referred to the main indexes about evaluating national competitive ability, which is the commonly used method in the international society, this thesis aims at analyzing and evaluating the international competitive ability of Chinese automobile industry in a scientific and objective way. Compared with those industries in some developed countries, domestic automobile industry is relatively frail and has a very long way to go. This thesis illustrates the history of Chinese automobile industry ever since the foundation of new China, analyzes in detail its important role in national economy, and the opportunities and threats it meets after china entrance WTO. This thesis draws a whole picture about domestic automobile industry from three aspects: products, corporations and industries. Considering the history and actuality of domestic automobile industry, this thesis collects and analyzes groups of data about automobile industry both from domestic and international. A lot of work was made in quantitative and qualitative analysis from all sides. Based on this, this thesis drew a conclusion about evaluating the international competitive ability of Chinese automobile industry, found out the advantages and disadvantages about this industry. In the end of this thesis, some ideas and advice are put forward.Welfare Evaluation of Trade Protection--The automobile industry of post world war 2 in JapanSocial welfare is one of the key standards in evaluating the effects of government policies for both economists and government. In this thesis, having compared and analyzed trade protectionists, i.e. quota, tariff and other non-tariff barriers in their effects on social welfare, specific evaluation and suggestion are given in the case of the autoindustry protection in post World War 2 Japan, so to shed light on the auto protection policies should be taken in China today. Here, consumer’ surplus and Ohyama Welfare Standard are selected in evaluating social welfare.The automobile industry in Post World War 2 in Japan is picked for two reasons. Firstly, the auto industry in China today is in a very similar situation as that of Japan used to be while Japan was a new member of GATT. Secondly, regarded as one of the most successfully developed industries under protection, the auto industry in Japan has some precious experiences worth studying.The article has four chapters. In chapter1,the definition of social welfare is given, and the necessary and sufficient condition for Pareto optimality, the Mashallian Consumer Surplus, Hicksian consumer surplus and Ohyama Social Welfare Standard are discussed in detail the auto industry. In Chapter 2, according the scale and protection on Japan from 1945-1979 is divided into four periods: government domination period, Quota Period and low-tariff Periods: government domination period, Quota Period, High-tariff Period and low-tariff Period, where the protect policies are evaluated respectively by their effects on social welfare. Chapter 3 explores the US-Japan trade friction in auto industry in 1980s and sheds light on the choice of various protectionists from the perspective of Political Economics. Chapter 4 concludes the whole thesis discussing some specific protection policies of Japan and drawing suggestion for China to effectively protect its own auto industry.Mini-car industry development in China is a successful example in the condition of Chinese market economy, it's always one of the important factor that propel the steady increase of auto market of China. Through about two decade development, the total amount of mini-car increased from 0.06% to 26.4% of total amount of auto all over the country now and the amount of produce and sale are up to 540,000 units. According to the challenge principle of "who is the best who is the winner" in the market, the number of the mini-car manufacturer decreased from early over one hundred to recent five.In this article，base on extensive data collecting and investigation, the mini-car developing and competing status of China, as well as the developing status (including enterprise, production ,market ,product, etc.) of Liuzhou Wuling Motors which is one of the five mini-car manufacturer are deeply analysed and studied .This article also discussed the competing environment that Liuzhou Wuling Motors faced, then provided the developing strategies.Since the later part of 1990, the economic benefits of CITIC Zhongyuan AutomobileCompany have been declining rapidly and the production management has also been on a sticky wicket, showing difference with an overall upward tendency to the corresponding period of the National Automobile Industry, which impelled this writer to make deeply careful researches on the strategy of development for the company.By reviewing the past of CITIC Zhongyuan Automobile Company, analyzing the influences on international & domestic external environments ever since China' s enter into WTO, analyzing the markets of the main products and the competitive opponents and analyzing the internal conditions such as the main problems faced by the company, this writer has separately made researches and probed into the strategies of development for CITIC Zhongyuan Automobile Company and the subordinate companies-Zhengzhou Nissan Automobile Co.，Ltd and Zhengzhou Light Truck Factory invested by CITIC Zhongyuan Automobile Company so as to try to find a feasible road which enables the cc叩any to break away from the disadvantageous situation and develop continuously as soon asPossible.With the entrance of 90th century, the international situation of automobile industry changed greatly. Due to the production surplus of international automobile industry, different countries competed fiercely to obtain the automobile market. Many companies adjust their developing strategy and speed the course of globalization to realize the scale-economy and get the new market. Merging and recombining become the symbol of automobile industry globalization.China, the biggest automobile consuming market in the world, has become the main field of many countries contesting. The Chinese automobile industry has developed for half century. Although china has get great achievements, as for scale or technique, China still drop behind. So how to improve the international situation and realize the modernization of China automobile industry is a basic mission.With the entrance of WTO, Chinese automobile industry faces three challenges: the first, after China entrances WTO, the government trade protection will be canceled. The second, with the economic development and standard of living improved, how to enlarge the consumer demanding? The third, with the automobile industry globalization, how to compete or cooperate with the MNC and build our effective developing strategy? And then we can develop our own auto industry and realize modernization. In the three challenges, the former two is normal and we can get many experiences from other countries. But the third is a real challenge. Other automobile developed countries have not faced this kind of situation. Expect for exactly estimation, we still need great innovation spirit.In the situation of entrance of WTO and globalization of automobile industrial competition, we try to analysis the Chinese automobile industry status quo, including the analysis of industrial structure, market analysis. Through the analysis we try to find out the questions in development strategy, government decision and enterprise management. Then we will analysis the questions and give the reasons. At the same time, we will the introduce the typical representatives of automobile developed countries and new developing countries about their developing strategy, including America, Japan, South Korea, and Mexico. We will conclude the advantages and experiences of above countries. On the base of that, we will combine the situation of Chinese automobile industry and the effecting analyzing of Chinese entrance of WTO. Then we will give out the advantages and potential advantages of Chinese automobile industry and bring forward the basic strategy of Chinese automobile industrial development. At last, we will give some advises about the developing strategy of Chinese automobile industry. These tactics include industrial policy improving, technique improving, competitive improving and cluster developing of Chinese automobile industry and technique innovation. This dissertation just discusses the Chinese automobile from a few tangles. It is not perfect, so I hope teachers can give me advice.Automobile industry is a traditional pillar industry in our country. Having developed 50 years, now the industry is still backward in products in comparison with that of western developed countries. Facing to economy globalization, someone has suggested that China should give up automobile industry and import the products from other countries directly, which can avoid wasting resources. This kind of viewpoint is lack of foresight. Automobile industry belongs to high and new-technology industries. Meanwhile, China has its large automobile market. Developing automobile industry will not only improve engineering level, but also drive other relevant industries. In addition, after China joining WTO (World Trade Organization), the automobile market will become a part of international market step by step. Basing on domestic market, we will develop our own intellectual property. At the same time, aiming at the demands of some developing countries, we will develop overseas markets. In this way, domestic automobile industry will be growing fast.In order to develop the automobile industry, we should find its disadvantages, get over influence of various disadvantages, seize every good chance, and exert our advantages. In this thesis, first, we stress on the impacts of economy globalization and WTO on Chinese automobile industry. Second, the thesis discusses many influence factors for developing Chinese automobile industry. Finally, the thesis analyzesopportunity, challenge and strategy of Chinese automobile industry.The course of the development of the automobile industry all over the world indicates that the automobile industry is very important to the national economy. The increasing proportion of distribution cost to sale price on the international automobile market shows that marketing plays an increasing role in raising the competitiveness of automakers. The trend of the international automobile market demonstrates thatAsia-especially china-will be the fastest growing market in the world. Although the national automobile industry has developed greatly in the past 50 years, it is still far behind the foreign competitors, especially in marketing after longtime ignoring marketing, domestic automarkers are lack of direct selling experience.In this thesis, the author analysed the 4P of marketing of the Chinese and foreign automarkers as well as the advantages and disadvantages of Chinese automobile industry and made some suggestions on how to improve the competitiveness of automobile enterprises after studied the management and administration of them.In order to convey the opinion systematically so that it may become more practicable, the construction of the thesis is arranged like this:Chapter One: Introduction. In this part, the author introduced the background, the focal point and the aim of writing the paper. The author also emphasized the importance of automobile industry to the national economy and the importance of marketing to automobile enterprises.Chapter Two: The author described the present automobile industry and the market all over the world through some examples. The influence on the national automobile industry after China joined WTO and the strategy for the development of the industry are given in this part as wellChapter Three: Close analysis and explanations of the strategy for price, products, patens and channels of distribution, and sales promotion are given after introduced the marketing strategy of automobile enterprises in both China and foreign countries.Chapter Four: The problems that exist in management and administration of national automobile industry are researched and the disparities in competitiveness between Chinese and foreign automobile industry are revealed. Reasons of these problems and disparities are also applied.Chapter Five: Conclusion proposals were put forward for improving the management and administration of automobile enterprises in China: adjust the concept of management, emphasize the importance of market segmentation and the study of consumer psychologyand consumer’s behavior, sensitiveness the reaction to market and extend the scope of service. Great importance is attached to the foundation and management of customer relationship.China's automotive industry has passed almost half a century and has evolved many basic circumstances and features of its own which will be the starting point or base for its further development. Full understanding of those circumstance and features is the prerequisite for us to analyze and study.In order to develop our automotive industry under new situation, we not only must roundly and objectively analyze the problems in us, but also must fully and correctly understand our actual and potential strengths. We should clearly recognize that although our automotive industry, which has experienced nearly fifty years of development including twenty years of reform and opening, has a long way to go comparing with the world level, it possesses many rare giant actual and potential strengths.After entering WTO our automotive industry has entered upon a new phase to cooperate and compete with multi-nationals under the background of globalization, and it will have to join the integration tide of global economy gradually. The trends of world automotive industry and the strategies of multi-nationals in China certainly will directly influence the strategic pattern of our automotive industry, and therefore they are the important part of the external environment of our automotive industry needed special attention. Great changes have taken place in the development conditions of our automotive industry since we entered WTO. At the end of protection interim period to automotive industry, the comprehensive effects of WTO including tariff concession, quota cancel, service trade opening and foreign capital policy regulation will display. The medium and high-class car and key components will come under obvious attack depends on not only the reduction of the protection degree, but also the increase of our international competitive power.Japan and Korea are all latecoming developed countries of automotive industry. After entering GATT, they persevered in adopting the vigorous policies to foster and train the self-developing capability and enhance the international competitive power. Then their automotive industry received unprecedented fast development and drove the whole national economy to be powerful and prosperous to a miracle. Although the international environment has been totally different and different countries differ greatly in their conditions, the experiences of Japan and Korea automotive industry during that period and driving effects of their automotive industry to their national economy will stillbe special historic significance to our automotive industry.Entering WTO let us enter upon a new e to cooperate and compete with multi-nationals featuring foreign companies but national treatment and domestic market but international competition. That is a severe challenge as well as a rare opportunity to our automotive industry. The great country and its big market are the most important strength of us. To take full advantage of the strength of great country and big market under the opening and competition environment should be the starting point for the development train of thought of our automotive industry under new economic background.Economic globalization droved by trade liberalization, investment liberalization and finance liberalization has been international background of our lives. Trade liberalization provides a more open and more liberal environment for the development of international trade. It is not only one of subject of modern international economic development, but also the trend of China's adjustment of her trade policy. Under economic globalization, advantage gained by a country depends on the magnitude of her international competitive power of industry. As China as concerned, the influence factors and basic status of her international competitive power of industry have their own characteristics.This paper analyses the international competitive power of China's industry under the background of trade liberalization. Firstly, it explains the historical and current background of the subject, presents the thinking way, the analysis methods, the frame and the innovation of this paper. Secondly, the theories about trade liberalization and international competitive power of industry are presented, the author simply describes the process and the achievements of trade liberalization and introduces something about trade liberalization in China, illustrates mainly the concept, the meaning, the correlative theoretical basis and the measure methods of the international competitive power of industry. Then, in the fourth chapter, Taking example for China's automobile industry, the paper analyses the international competitive power of automobile industry under the background of trade liberalization, It carries out some quantitative analysis by using some indexes based on the imports and exports data, assesses the economic benefits since 1992 by means of the model of the maximizing deviations method. Analyses the structure of automobile industry from the perspectives of industry concentration, etc. Lastly the author makes a conclusion that the international competitive power of auto-industry basically presents an increasing trend along with the trade。
中国品牌英语翻译策略探究
感谢您的聆听
Good love makes you see the whole world from one person while bad love makes you abandon the whole world for one person.
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（二）某些以人名或地名作名称的品牌可以用拼音法
有些中国品牌以其创始人名或地名做品牌名。中国的人名和地名在中译英时大多按照约 定俗成的方法使用汉语拼音，且西方人多已了解和接受，所以大部分以人名或地名作名 称的品牌名是可以用拼音法翻译的。 如王守义（十三香）完全可以翻译成Wang Shouyi (Special Spices)或者Wang’s （Special Spices）。 再如红河烟的品牌名因其产地云南红河州而得名，所以也可以使用“Honghe”作英文 品牌名。 类似的可以采用拼音法翻译的例子还有：李宁（Li Ning）服装、玉溪（Yuxi）香烟、 张一元（Zhang Yiyuan）花茶、马应龙（Ma Yinglong）药品等。
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（三）新兴科技公司的品牌英译的拼音化
目前，中国大部分新兴科技公司的品牌翻译采用拼音翻译，包括一些已经在国外市场占 据相当份额、知名度极高的大型科技公司。 如华为（HUAWEI)、阿里巴巴（Alibaba）、小米(Xiaomi)。 但有些时候，说英语的目标受众绝大多数对中国的汉语拼音并不了解，且某些中文词语 拼音化后发音的难度较大，要花很长的时间和气力才能使英语消费者接受、了解，进而 愿意购买和使用相关产品，这时候就要使用更为适合英语消费者记忆、理解的翻译方法。 如：华为将其移动和计算机操作系统“鸿蒙”OS英译为“Harmony”，并以此英文品 牌名向欧盟知识产权局（EUIPO）提交了商标申请。
中国品牌的英语翻译 策略探究
中国汽车品牌的国际化策略研究
THE BUSINESS CIRCULATE| 商业流通MODERN BUSINESS现代商业18中国汽车品牌的国际化策略研究谭书旺山东外贸职业学院 山东青岛 266100改革开放以来，我国已经成为世界上最大的汽车产出国。
充分利用国内、国际两个市场，走出国门谋发展，已经成为我国自主品牌汽车企业做大做强的必然选择。
本文通过对比亚迪、吉利、长城等中国代表性汽车品牌国际化市场行为的研究，总结出了中国汽车品牌国际化的九大策略，供正在实施或准备实施品牌国际化的我国汽车企业借鉴。
一、本地化策略本地化策略是指品牌商在目标市场本地独资或合资合作建立生产、研发(设计)基地，以及终端销售渠道或售后服务网点的策略。
通过本地化生产、研发、销售或服务，实现绕过关税壁垒、降低物流成本、提高客户服务质量、近距离了解用户需求、拉动目标市场所在地就业进而增加品牌亲和力等目的。
这一策略是中国汽车品牌国际化过程中最常用也最有效的策略。
在这一策略的运用上，比亚迪、吉利、长城等品牌都为我们提供了宝贵的经验。
(一)比亚迪的本地化策略应用从2012年开始，比亚迪充分运用本地化策略中的本地化生产和本地化研发策略，在广大的海外目标市场广泛建设生产工厂和研发中心，为提升品牌竞争力、增加品牌亲和力打下了良好的基础。
2012年12月，比亚迪与保加利亚能源公司Bulmineral以合资的形式在保加利亚建设了组装生产电动公交大巴的工厂。
2013年5月至2017年10月，比亚迪位于美国兰卡斯特的工厂从一期工程到三期工程相继竣工投产，为当地创造了上千个就业岗位。
2014年7月，比亚迪在巴西投资设立首座电动大巴工厂，并成立研发中心。
这家工厂可年产500～1000台大巴，直接创造450个就业岗位。
2015年10月，比亚迪与英国亚历山大丹尼斯有限公司(ADL)签署合作协议，共同在英国生产比亚迪牌纯电动大巴。
2017年3月，比亚迪宣布，在法国投资1000万欧元建设纯电动大巴生产工厂。
国产化妆品品牌国际化战略研究【开题报告-文献综述-毕业论文】
本科毕业论文开题报告国际经济与贸易国产化妆品品牌国际化战略研究一、立论依据1.研究意义、预期目标目前，越来越多的国产化妆品品牌也已经意识到了提高品牌知名度和科技增值含量的重要性。
虽然国产化妆品进军国际市场发展滞后已是一个不争的事实，但这也说明拓展海外市场的空间极为广阔，是外贸发展潜在的增长点。
品牌的国际化打造不仅能在数量上实现外贸进出口新的扩张，而且能有效调整中国进出口产品结构。
因此准确定位国产化妆品，加速推动化妆品工业品牌国际化打造和转型升级的步伐对中国对外贸易今后的发展和壮大具有非常重要的意义。
本文通过对国产化妆品产业现状的分析，介绍化妆品产业的特点和品牌国际化打造的挑战，以佰草集和薇姿为例作对比分析研究，借鉴国外成熟品牌的国际化营销策略，在化妆品领域继承和发扬我国中医、中草药的精华，创建有中国特色的中草药化妆品，使国产化妆品品牌带有中国元素，为加大国产化妆品品牌的国际竞争力，加强品牌的国际化开拓提出借鉴之道和应变对策。
2.国内外研究现状（1）国外对品牌国际化的研究现状美国营销专家 La rry• Light（2004）指出，拥有市场比拥有工厂更为重要，而拥有国际市场的唯一办法就是拥有占统治地位的国际品牌。
品牌是企业的实力所在，如果没有自己的品牌，就谈不上发展。
片平秀贵（2003）也曾说品牌是继人力、物力、财力、信息之后的第五大经营资源的观点，而拥有一个国际性品牌则是一个企业的宝贵财产。
产品会陈旧，品牌则长盛不衰。
当前经济背景下，企业应立足于品牌国际化战略，并制定相应的对策积极实施“走出去”战略。
实践证明，国际知名企业的强大竞争力来自于它的品牌力量。
这些足以推动企业对品牌国际化的进一步研究，也必将启示我国企业去打造国际品牌, 研究品牌国际化及其所蕴含的产业价值。
Riesenbeck等（1991）通过对欧美品牌国际化企业的实证分析，指出品牌国际化可采取折中或混合策略，即不必在标准化与本土化之间采取一刀切的做法。
企业品牌创新研究论文3篇
企业品牌创新研究论文3篇随着企业经营环境和消费者需求的变化,企业品牌要不断进行创新和自我发展,这样才能不断提升企业的竞争力。
下面是小编为大家整理的企业品牌创新研究论文，供大家参考。
企业品牌创新研究论文范文一：企业如何创新品牌【摘要】现在的企业越来越意识到品牌的重要性，千方百计打造品牌。
然而创品牌不易，保品牌更难。
文章从品牌名称、品牌标志、品牌口号三个方面介绍了企业如何去创新品牌。
【关键词】品牌创新品牌名称品牌标志品牌口号现在的企业越来越意识到品牌的重要性，千方百计打造品牌。
随着国内经济的持续增长，本土企业纷纷高举品牌竞争大旗，攻城略地，不亦乐乎。
然而创品牌不易，保品牌更难，有的今天还是“春风得意马蹄疾”转眼间“一江春水向东流”;而有的却仿佛“驻颜有术”，“万里长城永不倒”。
试问，谁不愿做像Cocacola那样的百年品牌?谁不想寻求品牌的“青春秘籍”?可问题是，如何对经过几代人的奋斗而建树起来的品牌进行科学管理、行之有效的护理，永葆品牌青春魅力呢?答案其实很简单：创新品牌!创新意味着新生，从某种意义上讲，创新品牌的实质就是遏制品牌老化，使品牌年轻化。
品牌年轻化之路很多，关键在于观念创新。
一、品牌名称该改时就改对企业来说，有一个好的品牌名称是企业的一个“金字招牌”，是企业之间在起跑线的竞争，绝对不能落后。
Sony的创始人盛田昭夫说：“取一个响亮的名字，以便引起顾客美好联想，提高产品的知名度与竞争力。
”好的名称等与成功的一半。
“美名胜过大财”。
名字不好，就会影响产品的销售。
例如，深圳机场品牌名称由“黄田”改为“保安”便是一个很好的例证。
原来，在广东白话里“黄田”与“黄泉”的读音相似，这正是为什么很多以深圳为目的地的旅客，宁愿从香港启德机场或广州白云机场降落，然后经过舟车劳顿再转至深圳也不愿直飞深圳“黄田”机场的原因所在。
再例如，城市品牌名称更多的是看重城市的名称，这也是近年来一些城市改名的原因。
江西有个城市叫抚州，是个才子之乡，“唐宋八大家”中的王安石和曾巩，“东方莎士比亚”汤显祖都是从抚州走出来的，可抚州市的知名度远没有达到它应有的水平。
中国本土品牌国际化模式探析——以“李宁”为例
2 多品牌国际化
2.1 战略提出 中国服装市场已经发展成为了一个高
作者简介：曹煜璐，女，汉族，安徽黄山人，教师助教，硕士研究生，服装设计与工程。
度 国 际 化 的 市 场 ，NIKE、ADIDAS、PUMA 等 国际运动品牌纷纷抢滩中国，安踏、特步、鸿 星尔克等后起之秀不甘落后，“李宁”面对的 竞争压力增强。与此同时，由于户外运动、网 球等新兴的体育运动项目在国内的普及，国 内的体育用品市场细分程度加大。为了保证 顺利达到李宁公司的现阶段目标，“李宁”开 始施行“多品牌国际化”战略。 2.2 战略实施
再 次，“ 李 宁”创 立之 初 采 取 的 是“ 打 造 品 牌”的商 业 模式 ，其 成 功 的 关 键在 于产 品 设计和品牌创新，实现品牌国际化是其实现 市场国际化的基础。因此，李宁公司在总结 经验的基础上，于2004年，提出新的国际化 的战略：“先品牌国际化，再市场国际化”，并 且 制订 了 阶 段 性 的 战 略 目标 ：2004-2008 年，致力于国内品牌市场，塑造国际品牌； 2009-2013年，致力于强化其国际化能力， 进行国际化准备；2014-1018年，全面国际 化，有步骤地实现市场国际化。 1.2 战略实施
1.1 战略的提出 在 1997 年亚 洲金 融风 暴 的影 响下 ，“ 李
中国自主品牌汽车企业国际化发展策略探究
中国自主品牌汽车企业国际化发展策略探究潘浩【摘要】在夹缝中成长起来的中国自主品牌汽车企业经过自己的不懈努力,产品质量和品牌影响力有了较大的提升,在国内的汽车销售市场也取得了一定的成绩,但是在与大型的合资品牌汽车企业进行竞争时,还是明显处在了弱势地位。
为了缓和国内市场竞争的压力,同时也为了企业自身的长远发展,中国自主品牌汽车企业必须要有国际化视野,敢于开拓国际市场。
本文针对中国自主品牌汽车企业的发展状况以及国际汽车工业发展的格局,提出了新的国际背景下中国自主品牌汽车企业国际化发展的主要制约因素和发展策略。
%China＇s independent brand automobile enterprises is struggling to survive after unremitting effort,which is highly improved in product quality and brand influence,also achieved considerable success in domestic automobile sales marketing,but it is obviously in a weak position competing with large scale joint venture of brand automobile enterprises.To ease domestic marketing competition pressure,and also for its long term development,China＇s independent brand automobile enterprise must have vision to develop international market.This paper in view of development status of China＇s independent brand automobile enterprise and development pattern of international automobile industry,and put forward main restrictive factors and development strategy of China＇s independent brand automobile enterprise to develop internationally based on new international background.【期刊名称】《湖南工业职业技术学院学报》【年(卷),期】2012(012)001【总页数】3页(P74-76)【关键词】汽车;自主品牌;国际化;探究【作者】潘浩【作者单位】深圳职业技术学院汽车与交通学院,深圳518055【正文语种】中文【中图分类】F407汽车自主品牌是指在拥有自主知识产权的前提下，通过自主开发，在消费者心目中形成独有特征，并能有效促进消费者购买其汽车产品，乃至产生汽车品牌忠诚的符号、形象或设计。
对中国品牌国际化方法论的理解
我国品牌国际化方法论的理解随着我国经济的不断发展和全球化进程的加快，我国企业对国际化的需求也日益增长。
如何让我国品牌走出国门，赢得国际市场的认可和竞争力，成为了众多企业所面临的重要课题。
本文将从几个关键的角度对我国品牌国际化方法论进行探讨。
一、产品和服务的国际化我国品牌国际化的第一步是产品和服务的国际化。
这就意味着要把产品和服务进行本地化定制，使其符合目标国家或地区的需求和消费习惯。
在产品设计上要考虑到不同国家的文化差异和审美观念，在市场定位和推广上要根据当地的消费习惯和市场规律进行调整。
二、品牌建设品牌是企业最宝贵的资产之一，是企业国际化的重要保障。
而品牌建设涉及到品牌定位、品牌传播、品牌保护等多个方面。
在国际化过程中，我国品牌要注重树立良好的企业形象和品牌形象，强化品牌文化内涵，提高品牌知名度和美誉度，构建国际化的品牌形象和品牌认同感。
三、渠道和市场拓展渠道和市场拓展是我国品牌走向国际市场的重要途径。
国际化渠道的建设包括线上线下渠道的拓展、与国外经销商和代理商的合作、开展跨境电商等。
而市场拓展则需要根据目标国家的市场情况和特点来进行市场调研、制定营销策略、开展品牌推广等活动。
四、人才和团队建设人才和团队建设是我国品牌国际化的核心和基础。
要想在国际市场上立足，我国企业需要具备一支国际化的团队，这包括市场营销人才、国际化管理人才、跨文化交流能力强的人才等。
企业还需要建立起一套完善的国际化管理机制和流程，加强对国际市场的了解和适应能力。
五、创新和技术引领创新和技术引领是我国品牌国际化的重要手段。
我国品牌要通过技术创新和产品创新来提升自身的竞争力，拓展国际市场。
要注重知识产权的保护，加强自主品牌的研发和推广，提高自身的核心竞争力。
我国品牌国际化是一项系统工程，需要在产品和服务的国际化、品牌建设、渠道和市场拓展、人才和团队建设、创新和技术引领等多个方面全面布局。
只有全面提升自身的国际化能力，才能在国际市场上获得持久的竞争优势，赢得更多的市场份额和口碑。
品牌策略外文翻译
外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。
论文外文翻译译文题目：新兴市场跨国公司的通用国际化战略以中国公司为例
1 Introductionforeign direct investment (FDI) outflows and the remarkable rise of multinational enterprises (MNEs) from emerging economies. FDI outflows from emerging economies reached a record level of $553 billion in 2014, accounting for 39% of global FDI outflows compared with only 12% at the beginning of the 2000s . Emerging market multinational enterprises (EMNEs), as vehicles of FDI outflows from emerging economies, are expanding overseas at an increasingly large scale and at an ever-accelerating speed. In 2014 there were 123 MNEs from the BRIC countries (Brazil, Russia, India, and China) on the Fortune Global 500 list, as compared with about 20 companies from these countries a decade ago.The evolution of EMNEs has gained attention of scholars in international business (IB) and strategic management, prompting them to rethink and develop models and theories relating to the internationalization of firms. Although there was some interest in emerging market multinationals since the early 1980s , attention to this topic became an import research in international business in the 2000s, because emerging-market firms are quickly catching up and internationalizing in recent years. Scholars are starting to take stock of what is actually known about EMNEs and what is speculation .Particularly, the rise of emerging economies such as China and India has generated a number of EMNEs, providing an opportunity for scholars to review the theories of MNEs’ internationalization in contemporary context. For example, Paul and Mas examined the common factors that had contributed to the emergence of Chinese and Indian multinationals in the global market including their focus on exports, manufacturing growth, science and technology, etc. One of the evolving research entails adopting both strategic view and international business studies, a pilot study of which derived from case studies of Indian companies proposes the generic strategies for EMNEs as they embark on an international expansion.In this research, the major question is raised as what are the generic strategies of the internationalization of Chinese firms? What are the strategic directions including the targeted countries, value chain movement, branding, and mode of entry that Chinese firms are executing in their overseas expansion? How do the choices and combination of strategic directions ultimately lead to the distinct path of Chinese internationalization? What are the firm-specific factors that have influence on the generic strategies of Chinese internationalization?We consider these questions through examination of the strategies of Chinese EMNEs as they propel increasing FDI outflows world widely. We argue that the models explaining the generic strategies of Indian multinationals can be extended and modified to the study of Chinese multinationals. We begin by selecting and describing cases of Chinese EMNEs in typical manufacturing industries. We then examine the strategic directions for each of these Chinese EMNEs in its internationalization, which include a multinational’s targeted countries, value chain activities in host country, choice of original equipment manufacturer (OEM) versus own branded manufacturer (OBM), and themode of entry. On the basis of this analysis, we identify and discuss the generic internationalization strategy that can be illustrated from Chinese EMNEs. Further discussions on several firm-specific factors e.g. the industry a multinational is concerned of, the experience of its overseas operations, R&D intensity as indicator of firm-specific advantage are used to develop practical and theoretical insights from the internationalization of Chinese EMNEs. We conclude the paper by offering a few directions for future studies of the internationalization strategies of emerging-market multinationals. We believe this study will be helpful for deepening our understanding of the internationalization of EMNEs by bringing the analysis of multinational’s generic strategy into the focus.2.Literature ReviewInternational business studies are emerged from investigations of developed economies in North America and Europe. Consequently, mainstream IB theories on internationalization have been developed based on studies of developed-country multinational enterprises (DMNEs). Such theories, for example, monopolistic advantage theory , product life cycle theory , the eclectic or ownership-internalization-location (OLI) paradigm, and the internationalization process model , have provided a strong foundation for explaining the presence of MNEs. Some scholars thus argue that the emergence of EMNCs can also be explained with these theories. For example, Dunning et al. relies on OLI framework to explain the existence of EMNEs, which have become multinationals despite their limited firm-specific advantages. Rugman argues that EMNEs do not have firm-specific advantages, and their internationalization depends on the country-specific advantages in low-cost labor, finance, economies of scale, and natural resources.On the other side, a widely accepted taxonomy of strategies such as multi-domestic, transnational, and global strategies of DMNEs exists , few schemes have described the strategies of EMNEs in building up their global presence . Researchers suggest that the multinationals fromemerging markets have pursued distinctive approaches to internationalization and they enjoy different specific advantages than multinationals from developed countries. At this point, the resource-based view of firms originated from strategic management has enriched IB studies in explaining the behavior of EMNEs , since the traditional strategic management approach has not yet yielded substantive knowledge within research on internationalization as a strategic process adopted by MNEs . Mathews introduces the linkage, leverage, learning (LLL) framework, which is consistent with the extended resource-based perspective, to provide the explanations of the rapid appearance of EMNCs. Luo and Tung describe that EMNEs use international expansion as a springboard to obtain new resources and capabilities via the alliances or acquisition of firms to upgrade capabilities at home and catch up to DMNCs.The rise of new multinationals from emerging markets provides researchers an opportunity with extension and modification of the models and theories of internationalization [34]. Buckley et al. [35] find strong support for the argument that aspects of the special theory e.g. the institutional factors influencing outward direct investment help to explain the behavior of Chinese MNEs, since Chinese internationalization has both a conventional and an idiosyncratic dimension. Yiu et al. studies the international venture of Chinese companies and highlights the importance of incorporating the institutional component of a multinational including networking with domestic institutions and entrepreneurial organizational transformation into existing theories of the MNEs. Goldstein argues that as emerging market multinationals are embedded in their political, social, and ethnic networks, their internationalization of business offers valuable lessons for practical and theoretical implications. Guillen and Garcia-Canal note the decline of American model of the MNEs and to what extent we need a new theory to explain the growth of EMNEs, with analysis of the distinctive internationalization of EMNEs with regard to the competitive advantages, political capabilities, expansion paths, preference of entry mode, and organizational adaptability. The study of EMNEs can thus bring context more explicitly and comprehensively into theory and deepen our understanding of how firms internationalize.Ramamurti indicates that multinationals from emerging markets follow particular paths of international expansion, which modifies some of the predictions of existing theories of MNEs. EMNEs internationalize differently since the global environment facilitates speed-up internationalization, the industry characteristics lead to different patterns, the companies exploit differences rather than similarities in foreign expansion, and they have ownership advantages that are different from DMNEs. Consequen tly, he suggests the generic strategies for EMNEs’internationalization, each of these generic strategies, for example the vertical integrator, local optimizer, low-cost partner, global consolidator, and global first-mover have resulted in distinct internationalization paths of EMNEs . Each generic strategy leverages different country-specific advantages and firm-specific advantages and results in distinct internationalization path of emerging market multinationals. Ramamurti proposes a framework of generic internationalization strategy as a common platform for the analysis of EMNEs’ internationalization and explains how the research of EMNCs can help better understand the MNEs’ internationalization process, the contextual factors, and firm-specific and location-specific ownership advantages.However, the framework is developed from the case study of Indian multinationals, which requires more rigorous empirical studies aimed at gathering and analyzing large sample data at the firm level . Generic strategies are notunique to the internationalization of Indian EMNEs, they are also relevant to other EMNEs, with distinct aspects of each emerging economy resulting in some generic strategies being more viable than others . Williamson and Zeng , who analyzed four of the biggest Chinese multinationals, namely Hisense, Wanxiang, CIMC, and Huawei, and argued that several strategies of Indian multinationals could also be observed from the internationalization of Chinese firms. Further research on a number of Chinese firms is needed for developing alternative configurations of generic strategies that contribute more explanatory power regarding the internationalization of EMNEs.The core of the analysis of generic strategies of EMNEs’ internationalization is a company’s str ategic direction in its international expansion. In the incremental internationalization model, Johanson and Vahlne explain the selection among countries and regions in which to enter, which is also analyzed in Ramamurti’s framework of EMNEs. The incremen tal internationalization model also explains a firm’s selection of its operation in the host country e.g. production base, sales subsidiaries, procurement center, which in the generic strategy is described as the movement and relocation of value chain activities. Besides, in the linkage-leverage-learning model, Bonaglia et al. discuss the implications for OEM firms originated from emerging countries that aim to upgrade to OBM status to compete on the basis of global brand rather than just on their manufacturing capabilities. The choice of OEM versus OBM direction is probably one of the most challenges for Chinese companies while they are seeking foreign markets for international growth. Finally, the rapid expansion of Chinese companies in the 2000s through merges and acquisitions of brands and production operationsother than greenfield investment has been widely discussed in several research. All of these directions e.g. targeted country, value chain movement, OEM or OBM products, and the mode of entry are analyzed in this research in consideration about the generic internationalization strategies of Chinese EMNEs.3.Research MethodologyIn this research, we analyze the strategies of Chinese EMNEs’ internationalization through multiple case study method. Firstly, we defined the multinational enterprises (MNEs) operationally and screened out a number of multinational enterprises from typical Chinese manufacturing industries. We subsequently examine the strategic directions toward internationalization for each of these cases to find any results and make further discussions about the strategies of Chinese internationalization. Since the scope of this study is focused on the more surprising and interesting Chinese manufacturing firms, companies in service and resource sector are excluded. A number of typical Chinese manufacturers are included as telecommunication equipment manufacturers, computers and peripherals manufacturers, semiconductor manufacturers, home appliances manufacturers, consumer electronics manufacturers, automobiles and motorcycles manufacturers, and auto parts manufacturers. The Global Industry Classification Standard and Hang Seng Industry Classification System are followed here. The above industries can be categorized into high-tech industries, medium-tech industries, and medium-low-tech industries according to the OECD classification .4.Insights from Case Study: Strategic DirectionsTable 1 illustrates each of the strategic directions of Chinese EMNEs’ internationalization. The target countries are the locations of FDI activities conducted by an EMNE, which is classified into south–south or south–north paradigm in this study. South–south FDIs originate in emerging economies and flow into other emerging economies. By contrast, the destinations of south–north FDIs are developed countries. “North” is broadly defined as developed countries, including North America, Europe (excluding Eastern Europe), Australia, New Zealand, and Japan. “South” comprises emerging economies in South America, Eastern Eur ope, and Asia, and includes developing and transition economies, as defined by the United Nations Conference on Trade and Development (UNTCAD). At the firm level, south–south FDI occurs when an EMNE establishes its overseas subsidiaries in emerging economies, while south–north FDI occurs when an EMNE’s overseas subsidiaries are located in developed countries. Our analysis of each of the 50 Chinese manufacturing EMNEs showed that 5 firms are only engaged in south–south FDI, 25firms in south–north FDI, and 20 firms in both south–south and south–north FDI. There were more overseas subsidiaries of Chinese EMNEs located in developed countries than in emerging economies, which reflected that south-north FDI is the major path of Chinese internationalization. Among the developed countries, the United States and Western European countries such as Germany, France, and Netherlands were the primary FDI destinations of Chinese manufacturing EMNEs.5.Insights from Case Study: Generic Internationalization StrategiesBas ed on the above analysis of Chinese multinational’s strategic directions toward internationalization, we examined and identified the generic strategy for each of the companies (as summarized in Table 1). As in the following section, each of the generic strategy illustrated from Chinese cases targets south-south or south-north expansion, moves up or down the value chain activities, provide OEM or OBM products in international markets, enter foreign countries through greenfield investment or M&A. A multinatio nal’s preference in combination with these strategic directions thus results in distinct strategies for Chinese EMNEs including local optimizer, low-cost supplier, advanced-market seeker, and global consolidator. To be noted in the case study, few firms may pursue one strategy in pure form or do so to the exclusion of other strategies, however it is conceptually useful to specify each of the strategies and its properties. We illustrate each generic strategy with cases that have come closest to pursuing that strategy. Particularly, the identification of which generic strategy a firm had pursued was based on the analysis of its major business segment. In case of Chinese automobile and motorcycle manufacturers, it was found that a firm pursued an internationalization strategy in its small business segment is different from the strategy while internationalizing its major business.1介绍新兴经济体的外国直接投资(FDI)外流和跨国企业(MNEs)的显著增长。
《企业品牌管理国内外文献综述2200字》
企业品牌管理国内外文献综述1.1国外研究综述在现今已有的研究中，最具代表性的观点有: 品牌管理鼻祖大卫·艾克先后提出了“经营品牌权”、“发展企业战略”、“品牌营销规律”等；著名营销学者罗伯特·特劳特（robert trauter）提出的定向时代巩固了定向理论的理论基础；其中，美国学者西奥多·舒尔茨提出的“整合营销传播理论”是最具有创新性和影响力的。
这一理论给品牌营销带来了翻天覆地的变化、创新和影响。
在阿兰(2018) 看来，品牌战略实际上是围绕着“品牌资产管理，以客户为导向”，并为此开展各种经营活动；那些具有较高品牌知名度的服务或产品更加容易受到客户的喜爱。
企业想要在竞争中占有优势，就应该加强企业自身的品牌建设和品牌管理。
(1) 品牌战略研究。
Michael (2017) 认为，企业在制定产品营销策略时，应该注意品牌建管理，根据品牌目标来开展营销活动。
在企业的产品战略中，最关键的组成部分是品牌，人们应该更多地去关注和思考它，品牌的使用是产品决策的重要组成部分。
Chyi Lee(2015)也认为品牌战略的主要内容分别为品牌的优势，承诺，文化，评价和规划。
(2) 品牌定位研究。
根据Duboff(2014) 的观点，品牌定位是分析和讨论并且根据消费者的制定品牌策略或商品销售计划。
产品的价值和功能是定位产品时必须考虑的两个主要要素，企业的产品或服务战略是根据各种消费者的需求制定的。
也就是说，品牌定位要求企业在市场上推出的产品和服务必须符合客户的需求。
(3) 品牌关系研究。
巩固品牌在消费者心中的地位和形象，培养消费者的品牌习惯、品牌意识和品牌价值，努力提高消费者对产品的认可度，主动与消费者接触互动，就是品牌关系。
在Tabbert和Haoshe看来，顾客对品牌的满意度与其评价和认知之间存在一定的联系。
Midgley(2014) 认为，顾客的品牌认知和感知可以促进他们的消费行为。
中国品牌的英语作文
中国品牌的崛起：从模仿到创新的转变In recent years, the rise of Chinese brands has become a phenomenon that cannot be ignored in the global business landscape. From electronics to fashion, from automobiles to healthcare, Chinese brands are making their mark in various industries, challenging the traditional market leaders. This shift is not just about numbers; it's about quality, innovation, and a shift in consumer preferences.The journey of Chinese brands has not been without challenges. For decades, many brands were known for their模仿能力, producing goods that were similar to those of Western companies. However, in recent years, this narrative has begun to change. Chinese brands are now investing heavily in research and development, focusing on innovation and creating products that are not just competitive but also unique.One of the most significant factors driving the rise of Chinese brands is the increasing focus on quality. Consumers in China and beyond are becoming more discerning, demanding products that are not just affordable but also durable, reliable, and user-friendly. Chinese brands haveresponded to this demand by improving their manufacturing processes, adopting strict quality control measures, and collaborating with international partners to enhance their product offerings.Innovation is another key driver of the Chinese brand revolution. From smartphones with cutting-edge technology to electric vehicles with impressive range and performance, Chinese brands are breaking new ground in terms of product development. This innovation is not just about technology; it's also about marketing and branding strategies. Chinese companies are using digital platforms to engage with their customers, create personalized experiences, and build strong brand loyalty.The rise of Chinese brands is also shaping global trade patterns. With China's economy becoming increasingly integrated with the world, its brands are gaining access to new markets and customers. This is not just about exports; it's about creating a global brand identity that resonates with consumers across the globe. Chinese brands are now seen as a viable alternative to traditional Western brands,offering high-quality products and services at competitive prices.However, the rise of Chinese brands also presents challenges and opportunities for both domestic and international markets. On the one hand, Chinese brands are providing consumers with more choices and driving competition in various industries. On the other hand, they are also posing a challenge to traditional market leaders, who need to innovate and adapt to stay relevant.In conclusion, the rise of Chinese brands represents a significant shift in the global business landscape. It'snot just about numbers or模仿ability; it's about quality, innovation, and a changing consumer preference. Chinese brands are now being seen as a force to be reckoned with, and their impact on global trade and consumer preferencesis only going to grow in the coming years.**中国品牌的崛起：从模仿到创新的转变**近年来，中国品牌的崛起已成为全球商业领域不可忽视的现象。
5、外文文献翻译(附原文)产业集群,区域品牌,Industrial cluster ,Regional brand
外文文献翻译（附原文）外文译文一：产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要：本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。
产业集群深植于当地的制度系统，因此拥有特殊的竞争优势。
根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。
产业集群是包括一系列在指定地理上集聚的公司，它扎根于当地政府、行业和学术的当地制度系统，以此获得大量的资源，从而获得产业经济发展的竞争优势。
为了成功驾驭中国经济范式从批量生产到开发新产品的转换，持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。
关键词：竞争优势；产业集群；当地制度系统；大连软件工业园；中国；科技园区；创新；区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。
作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。
他写道：集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构，已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。
但是，他至今也没有对产业集群做出准确的定义。
最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。
“地理集中”定义了产业集群的一个关键而鲜明的基本性质。
产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西，同样地,他们也面临相似的机会和威胁。
在全球产业集群有许多种发展模式。
比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。
前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。
国际化战略下的中国品牌名称英译
（ 庆教育学院 外语系 ， 庆 ４０６ ） 重 重 ０ ０ ７
摘 要 ： 文 以我 国企 业 国 际化 战 略 为 背 景 ， 合 品牌 名 称 的语 言 特 点和 经 典 案 例 ， 讨 中 国 品牌 名 称 翻译 模 式 ， 本 结 探
以期 提 高 品牌 名 称 翻译 水平 ． 而 增 强 中国 品牌 的 国 际 竞 争力 。 从 关 键 词 ： 际化 战 略 ； 国 品牌 ； 牌 名 称英 译 国 中 品
上 ３ ％的知 名品 牌 占 了全球 ５ ％的市 场 ， ０ 由此可 见 ．
知 名 品牌可 以带 动企业 ． 动一 方 经济 ． 带 知名 品牌 的
多 寡代 表 着 一个 国家 的 先 进 生产 力 水 平 。未 来 的 １— ５年 将 是 中国 品牌 国际 化 的关键 阶段 ．中 国品 ０１
却是 凤 毛麟 角 。 是典 型 的 “ 造大 国 。 制 品牌小 国 ” 。 品 牌名 称作 为 品牌 最 重要 的组 成要 素 之 一 ． 已 经不 是传 统意 义上 区别 商 品的标 记 ．而是 一种 重要
牌 通过 跨 国公 司模 式 、海 外并 购模 式 、 Ｅ 加 工 出 ＯＭ
口模 式 、 委托 海外 渠 道 开拓 市 场 等 方式 踏 上 了品牌
中国经 济 将融 人 国 际化 经 济 之 中 ． 济 国 际化 必 然 经
收 稿 日期 ：０ ９ １— １ ２ ０ — ２ ２
牌 纷 纷 更 改 品牌 的英 文 名 称 ， 如 ： 国 者 （ａｒ ｔ 例 爱 Ｐ ｔｏ ｉ
作 者 简 介 ： 莲 （９ ０ ）女 ， 庆 市 人 ， 庆 教 育 学院 外语 系 ， 师 ， 士 ， 要 从 事 英 语 教 育 和 翻译 理论 研 究 。 张 １８ 一 ， 重 重 讲 硕 主
外文2
ABSTRACT:Small and medium sized enterprises (SMEs) are playing an increasingly important role in the Chinese socialist market economy.摘要：中小型规模企业（中小企业）正发挥着越来越重要的作用，在中国社会主义市场经济。
Despite their importance to the Chinese economy, little is known about Chinese SMEs activities in internationalization markets.尽管它对于中国经济十分重要的，但中国中小企业在国际化市场活动却很少被知道。
Why and how do they internationalize? Do they behave in similar ways with SMEs from developed western economies?怎么样才能使得他们国际化？他们的行为方式与西方发达国家中小企业是否存在同样的方式？Or are they unique type of firm with different approach to internationalization?又或者是有独特类型的公司对于国际化有不同的做法吗？This thesis aims to study why and how Chinese SMEs go international and assess whether they conform to extant theories of internationalization.本文目的是研究中国中小企业为什么以及如何去国际评估它们是否符合国际化的现存理论。
It begins with an overview of the extant research in the discipline and is followed by a theoretical review of firm internationalization.它首先概述了现有的学科研究，其次是企业国际化理论述评。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6)3.3 遵循品牌设计规律注重品牌形象..........................................................7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations of the functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy existMistakes …………………………………..……….14 3. Brand strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve the competitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to brand competition ……………..…..17 参考文献1 年小山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎. 品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3 梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄: 河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M . 杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. The Profitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，Marketers Discover What Quality Pearly MeanM . Business Marketin6 1987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
外文翻译--品牌延伸策略对品牌形象的影响
外文原文:The effect of brand extension strategies upon brand imageThis paper was developed during the first author’s research stay at the Centre for Research in Brand Marketing, Birmingham Business School, supported by the “Ministerio de Educación, Culturay Deporte” of the Government of Spain (Ref. PR2002-012). She wishes to express her gratitude for the financial help received from the CICYT (project SEC2002-03949). The authors would like to thank Susan Drury for her helpful comments.AbstractThe objective of this paper is to analyze the effect that a brand extension strategy has on brand image. Specifically, the paper analyzes how variables related to the parent brand and the extension influence brand image after the extension. From a sample of 389 consumers the paper demonstrates that the extension strategy dilutes the brand image. Through a regression analysis it is shown that the perceived quality of the brand and consumers’ attitudes towards the extension positively influence both the general brand image (GBI) and the product brand image (PBI) after the extension. While familiarity with the products of the brand only affect the GBI, the perceived degree of fit affects the PBI.Keyword：Consumer behavior; Perception; Brand image; Brand extensions; Marketing strategy.IntroductionIn today’s market, having a well thought through brand strategy is a key contribution to corporate success. Brands enable consumers to efficiently encode their functional and emotional values in their minds (Franzen and Bouwman, 2001). The resulting images enable consumers to recognize the points of difference between competing brands. Keller (1993) definesbrand image as the “perceptions about a brand as refle cted by the brand associations held in consumer memory”. These associations refer to any aspect that link the brand with the consumer’s memory (Aaker, 1996a). Relationships are then created between consumers’ personalities and the perceived personalities of brands (de Chernatony and Benicio de Mello, 1995; Fournier, 1998; Hogg et al., 2000). One of the challenges for marketers is how to determine the associations consumers have of specific brands. Suggestions are provided by writers such as Low and Lamb (2000) who developed a protocol to measure brand image.Even though relating the measurement of brand image directly to the product appears a reasonable way to determine what is in the consumer’s mind, it should be realised that often products are marketed under an umbrella brand strategy, which could lead to a more general brand image. Keller (1993) argues that within multidimensional brand images, direct associations are seen with both the product and the brand. It is therefore appropriate to consider a method for measuring the dimensions of a brand’s image that can be used for various product categories and various brands (Aaker, 1996b).When studying a b rand’s image it should be reali zed that this is not static and is influenced by the numerous decisions that the company takes about its brand over time. A frequently adopted strategy is that of brand extension. There are several reasons for the popularity of brand extension strategies. For example, the cost of launching a new brand in consumer markets is very high (Pitta and Katsanis, 1995), and the probability of the success for a new product is higher with a well-known parent brand (Aaker, 1991).With the popularity of brand extensions, there is notable literature on the subject exploring how consumers behave as a result of different brand extensions. Specifically, attention has focused on how different variables related to the parentbrand (e.g. brand quality, brand reputation, brand breadth, familiarity, etc.) and the extension considered influence consumers. The majority of studies have considered those aspects that increase the success of a brand extension. However, some studies have been concerned with the negative effect that the newly extended brand may have on the parent brand (Loken and John, 1993; Gürhan-Canli and Maheswaran, 1998; John et al., 1998).The majority of studies in the literature consider perceptions when evaluating the variables that can have a positive or negative influence on the extension, as well as attitudes towards the extended brand. Furthermore the majority of studies are based on experimentation with groups of students. Exceptions to this are seen when the data has been obtained from market survey (Dacin and Smith, 1994; Park and Kim, 2001; Gronhaug et al., 2002; Hem et al., 2003), or from panel data (Reddy et al., 1994; Swaminatham et al., 2001), or experimentation with samples reflecting specific aspects of brands being studied (Loken and John, 1993; John et al., 1998). Some of these studies have allowed researchers to investigate different kinds of brands (real and fictitious) across a broad range of extensions, thereby allowing the analysis of the joint effect of different variables. Nevertheless, this technique has received criticism from some authors because of the external validity problems (Kind and Smith, 2001) and the occasional use of hypothetical brands or the forcing of a response in a group environment (Swaminatham et al., 2001). There is a gap in the literature in so far as the effect of brand extensions on brand image has received little attention. We sought to advance knowledge by investigating this. Starting from the premise that a brand’s image is based on the associations that consumers have with the brand, we investigated how the consumer’s perception of brand va riables, and the extension itself, affect a brand’s image. Our concernwas to understand the extent to which certain brand extension strategies carry more risk than others. Our objectives were to: Determine the change that occurs to a brand’s image as a result of a brand extension strategy. We investigated this using two different methods: the general brand image related to the name (GBI) and the brand image related directly to the product (PBI).Study the influence of specific variables on the image after the extension using the above two measurement methods. The variables included are: the quality of the parent brand, knowledge or familiarity with the brand, the fit or similarity between the brand and the extension, and attitudes towards the extended product.Conceptual background and hypothesisBrand image relevanceWithin the two perspectives, corporation and consumers, from which the brand can be defined (de Chernatony and Dall’Olmo, 1997; 1998) emerge two key concepts: brand identity and brand image. Aaker and Joachismsthaler (2000) define brand identity “a set of brand associations that the brand strategist aspires to create or maintain”. Brand identity has to consider multiple aspects, such as the desired positioning and the personality (de Chernatony, 1999), which are attenuated by the organizational culture and the relationships staff build with stakeholders. Facilitated by communication mechanisms (Kapferer, 1997), the brand identity forms associations in the consumer’s mind resulting in a brand imag e. Both concepts are interrelated and through assessing the congruence between brand identity and image this enables corporations to refine their brand strategy (van Rekom, 1997; Haynes et al., 1999).The extant literature shows that brand image is a multi-dimensional concept, but there is no consensus on how to empirically measure it. Keller (1993), when posing a theoretical method for measuring brand equity, observes thatbrand image included associations related to the product (attributes, benefits and attitudes), favorability of brand associations, strength of brand associations, and uniqueness of brand associations, developed a scale for measuring consumer based brand equity, in which they refer to the image dimension as the social image, which is under stood as “the consumer’s perception of the esteem in which the consumer’s social group holds the brand”. Within the theme of brand equity, Aaker (1996b) proposes that brand image be measured through association/differentiation measures regarding value, brand personality, organizational associations, and differentiation. Aaker’s approach can be used for brands in different product categories, enabling us to talk about a general brand image related fundamentally to the brand name.There is a stream of literature that regards brand image as being directly related to the product category within which the brand is marketed. Low and Lamb (2000) argue that within brand associations there are three multidimensional and interrelated concepts, i.e. brand image, perceived quality and brand attitude. They created a protocol for measuring brand image based on the product category. Measuring brand image, based on product category, has been used in different ways in recent studies (Gwinner and Eaton, 1999; Hogget al., 2000; Faircloth et al., 2001; Hsieh, 2002). However, these always have taken into account that not only must the physical attributes of the products be considered, but also the functional, emotional and self-expressive benefits (Davis, 2002; Vázquez et al., 2002). This method of measuring brand image provides us with what we refer to as product brand image. Not all companies have the same opportunities to extend their brands, as it is conditional on their historical brand strategies (Mihailovic and de Chernatony, 1994; Milberg et al., 1997; Aaker and Joachimsthaler, 2000; Desai and Keller, 2002). Nevertheless, if they decide to launch a new product,as part of a brand extension strategy, a change of brand image will occur with new associations created in consumer s’ minds. This may dilute feelings and beliefs consumers hold about the parent brand (Ries and Trout, 1986; Sharp, 1993). Even though the associations for the new product may be positive, negative associations might be created that adversely affect the brand image (Pitta and Katsanis, 1995; Chen and Chen, 2000). Loken and John (1993) found that a dilution effect occurs in the beliefs associated with the brand family when the attributes of the extension are inconsistent with the prior beliefs about the brand family. Nevertheless, in the case of a “flagship” product, such as children’s shampoo for Johnson & Johnson, beliefs may be immune to change when the extension is moderately inconsistent with the beliefs about the new brand, and a dilution effect may occur if a line is extended that is very close to the “flagship” product (John et al., 1998).In summary, the literature analysing the dilution of brand image as a result of a brand extension strategy is limited. Furthermore, it does not provide any clear measurement of the image construct, but rather talks about associations and beliefs in general. We propose the following hypothesis: The brand extension strategy will have a dilution effect (a) on the general brand image and (b) on the product brand image. Brand extension variablesEven though the variables addressed in the brand extension literature are very broad, we will focus on those perceptual factors that have an influence on brand image.Brand extensions are one of the most popular strategies for leveraging brand equity. By launching new products under popular brand names, firms hope that consumers will respond more favorably to the new offering, due to their familiarity with the parent brand, positive feelings toward the parent brand, and positive attribute and non-attribute associations they have with the parent brand. Compared to launching a new product under a newbrand name, brand extensions can increase the efficiency of promotional efforts, improve access to distribution channels, and reduce consumers' perceived risk of purchasing a product or service (Keller, 2002).What factors determine whether or not a brand extension will be successful? The most important factor identified by prior research is perceived fit. Consumers respond more favorably if they are able to perceive a fit between the extension and the parent brand (Aaker & Keller, 1990; Boushet al., 1987). Perceived fit can be based on the extension being in a product category similar to other products sold by the parent brand (Boush et al., 1987; Keller & Aaker, 1992), complementing use with other products sold by the parent brand (Aaker & Keller, 1990), being in a product category where the parent brand can contribute an appealing attribute(Broniarczyk & Alba, 1994; Herr, Farquar, & Fazio, 1996),having a parent brand with the skill and expertise to make the extension product (Aaker & Keller, 1990), and having a parent brand with an image that is compatible with the extension (Park, Milberg, & Lawson, 1991). Perceived fit can also be heightened by communications providing a plausible link between the extension and parent brand (Bridges, Keller, &Sood, 2000), thereby giving consumers more opportunity to discover possible links (Lane, 2000), or countering negative inferences about the extension (Aaker & Keller, 1990). Perceived fit, no matter how it is defined, is the most important determinant of brand extension success—more important than marketing support, retailer acceptance, and quality of the parent brand (Völckner & Sattler, 2006).出处：Leslie de Chernatony, Leslie de Chernatony is Professor of Brand Marketing at Birmingham Business School, The University of Birmingham，Birmingham，UK，[J].Journal of Consumer Marketing Volume 21 issue 1，Pages 39-50中文译文品牌延伸策略对品牌形象的影响本文在伯明翰商学院的品牌营销研究中心由第一作者不断的更新完善，得到了西班牙政府的支持（参考文献PR2002 - 012）。
中国企业品牌国际化研究
目录开题报告 (3)中文摘要 (6)Abstract (8)前言 (10)一、品牌国际化 (11)（一）品牌国际化的相关概念 (11)（二）中国企业品牌国际化的现状 (12)1.中国企业品牌与世界知名品牌的差距 (12)2.中国企业品牌国际化的现状 (16)二、中国企业品牌国际化的策略和方式 (17)（一）中国企业品牌国际化过程中的品牌建设 (17)1、国际化品牌的品牌定位 (17)2、国际化品牌的命名 (17)3、国际化品牌的营销与管理 (18)（二）中国企业品牌国际化起点市场的路径选择 (21)1、中国企业品牌国际化起点市场分析 (21)2、中国企业品牌国际化起点市场的路径选择 (22)三、中国企业实施品牌国际化战略面临的主要问题 (24)（一）中国企业品牌国际化存在的问题 (24)1、品牌意识淡薄、管理落后 (24)2、不重视品牌的保护 (24)3、缺乏技术优势，创新能力不强 (24)4、品牌定位缺少差异化 (24)5、品牌塑造核心价值的差距 (24)6、品牌设计不利于国际化 (25)（二）中国企业品牌国际化对策建议 (25)1．提升国家品牌价值 (25)2．实现品牌定位的国际化 (26)3．促使品牌命名国际化 (26)4．塑造良好的企业文化 (26)5．注重品牌文化的包容性 (26)6．实现生产和销售的本土化 (27)参考文献 (28)开题报告一、研究的目的和意义随着全球经济一体化趋势进一步加强，中国企业也更进一步融入到世界市场的范围内。
中国企业也像先进的跨国公司那样，在世界范围内进行资源的合理配置，以期达到企业利益最大化。
在企业国际化过程中必然会伴随着这些企业品牌的国际化，企业品牌国际化是一个企业国际化的战略组成部分，它对企业国际化有着至关重要的意义。
一个国际化的品牌对企业最大的益处在于可以实现规模经济。
这种规模经济主要表现为研发、生产、流通和品牌传播的规模经济。
一个企业拥有国际知名品牌，便会在市场上形成某种程度的垄断优势，为企业平稳健康的发展保驾护航。
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。
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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。