整合营销传播、市场定位与品牌定位的关系外文翻译
市场定位策略中英文对照外文翻译文献
市场定位策略中英文对照外文翻译文献（此文档为word格式,下载后您可任意修改编辑！）市场定位策略定位的战略性角色营销策略由两部分组成：目标市场战略和营销组合战略。
目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。
营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。
目标市场战略和营销组合策略有密切的联系，有很强的相互依存关系。
目标市场战略是用来制订营销组合策略方针。
市场细分是把一个市场当中具有相似需求和特点、可能会对特定产品和特定的营销程序产生相似回应的人们，分成不同的客户的子集的过程。
目标或目标市场的选择是一个或多个，通过评估每个细分市场，寻求利益的相对吸引力，而且该公司业务的相对优势。
最后，定位是设计产品和发展战略营销计划，共同在目标市场建立一个持久的竞争优势的过程。
目标市场定位战略的概念是众所周知的，尤其是被大多数消费品营销从业者在制定市场营销组合策略有用作为非理论概念的方式。
然而在实践中，营销人员往往绕过正式的定位，直接制定营销组合策略。
这可能是由于这样的事实，这些经理们不知道如何获取感知图---表明这是一个客户原始需求的产品的位置。
本文的目的是展示营销从业者能够获得定位和营销组合策略制定的感知图的现实途径。
具体来说，感知映射及其关系的定位总是被第一时间注意到。
这是通过统计技术的讨论，可以遵循用于创建感知图。
最后，通过因子分析定位过程的例子是证明。
目标市场战略目标市场战略是确定一个（或多个目标市场）的过程和它的（或他们）独特的定位。
目标市场策略包括：（1）市场细分，（2）市场选择，（3）市场定位。
市场细分。
市场细分是一个分割成几部分或几个同质异构的潜在市场的进程。
换句话说，在一个潜在的市场客户可能有不同的偏好。
因此，使用产品和产品计划并不是一个有效和高效的办法。
为了有效和有效率，管理者需要根据顾客的喜好对潜在顾客进行整合，根据该公司的实力，用独特的服务来满足其中一个或多个组别细分市场。
市场营销学中的市场定位与品牌定位
市场营销学中的市场定位与品牌定位市场定位和品牌定位是市场营销学中非常重要的概念。
市场定位指的是企业通过对市场进行分析和细分，确定自己产品或服务的目标市场，并在该市场中寻找独特的定位点，以便更好地满足消费者的需求。
品牌定位则是指企业通过对品牌形象的塑造和传播，让消费者对该品牌有特定的印象和认知，以此来区分自己与竞争对手的产品或服务。
在市场营销学中，市场定位和品牌定位紧密联系在一起，相互影响。
市场定位对品牌定位起到了基础性的作用，而品牌定位则是市场定位的延伸和细化。
下面将分别从市场定位和品牌定位的角度进行论述。
市场定位市场定位是市场营销战略的核心内容之一，它的目标是使企业的产品或服务在目标市场中找到自己的位置。
市场定位的过程可以分为四个步骤：市场细分、市场选择、市场定位和市场定位策略。
首先，市场细分是将整个市场按照不同的特征和需求进行细分，以便更好地理解消费者的需求和行为。
市场细分可以从社会人口特征、地理位置、购买行为、消费心理等多个维度进行划分。
通过市场细分，企业可以更加明确目标市场，并找到自己的市场定位。
其次，市场选择是在市场细分的基础上，选择适合自己发展的目标市场。
在选择目标市场时，企业需要考虑市场的规模、增长潜力、竞争程度等因素。
选择一个合适的目标市场对于企业的发展至关重要，只有在一个适合的市场中才能更好地实施市场定位策略。
然后，市场定位是在选择好目标市场后，确定自己产品或服务在市场中的定位。
市场定位需要从多个方面进行考虑，如产品的特点、品质、价格、服务等因素，以及与竞争对手的差异化。
通过市场定位，企业可以明确自己在市场中的竞争地位，同时也可以更好地满足消费者的需求。
最后，市场定位策略是实施市场定位的具体措施。
市场定位策略可以包括产品差异化、定价策略、促销策略等。
不同的市场定位策略适合不同的市场环境和竞争对手，企业需要根据自身的优势和目标市场的需求制定相应的策略。
品牌定位品牌定位是企业将自己的产品或服务在目标市场中建立起特定形象和认知的过程。
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-marketstrategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。
整合营销传播外文文献翻译
整合营销传播外文文献翻译(含：英文原文及中文译文)文献出处：Reid M, Mavondo F. The Relationship between Integrated Marketing Communication, Market Orientation, and Brand Orientation[J]. Journal of Advertising, 2005, 34(4):11-23.英文原文THE RELATIONSHIP BETWEEN INTEGRATED MARKETINGCOMMUNICATION, MARKET ORIENTATION, AND BRANDORIENTATIONMike Reid, Sandra Luxton, and Felix Mavondo ABSTRACTThis paper relates integrated marketing communication (IMC) to market orientation (MO), brand orientation (BO), and external performance measures. The perspective adopted here argues that for clarity of meaning, IMC should be grounded and interpreted with these other concepts in mind. Specifically, this paper clarifies the links between IMC, MO, and BO, and proposes a testable model linking the relationships among these concepts and facets of customers, and organizational performance. The paper concludes by discussing implications of the study for both academics and practitioners Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging theserelationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani 2000; White 1999). As Dawar states: "Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm's responses to shortterm competitive moves. In effect, brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (2004, p. 31).In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication (IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000; Phelps 1996). This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450) state: "It is verydifficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration. There are many levels and dimensions to integration which all pose their individual and collective difficulties. To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity."In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC, market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity. Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems andprocesses that underlie being market oriented (Harris 1998). Brand orientation represents the fuinctional or business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).The concept and scale of integrated marketing communicationIn the latest area of integrated marketing communications (Duncan & Mulhern, 2004), the scope of the field is gradually expanding, and its own concepts and processes are constantly evolving. At the same time, there is an argument in the field as to whether integrated marketing communication is usually regarded as a philosophical theory or a processrelated to management strategies that is helpful for establishing well-known brands. In an effort to reach conclusions and accomplishments, managers integrated with the marketing communication process are likely to learn from cultural incentives in collaborative work, thereby creating leverage in the organization's market and customers, and further distinguishing information and media strategies. , and use formal channels to select the appropriate tools needed for choreographer communication work. The concept of integrated marketing discussed and developed (Kitchen Joanne & Tao, 2004) believes that integrated marketing is the most important development in the communication field in the past decade, which is a potential competitive advantage. It is said that the power of integrated marketing communications can influence the market communication environment that has an impact on the appeal of other companies. The leverage between customers has been suffered (Kitchen Joanne & Tao, 2004) also believes that integrated marketing communication seems to be experiencing or has experienced There is a worthwhile debate about its meaning and purpose, and it is trying to differentiate itself from other marketing concepts such as integrated marketing, CRM (customer relationship management), and market segmentation. From the perspective of (Kitchen Joanne & Tao, 2004), integrated marketing communication should be seen as a new management model that canpromote management communication. The center of integrated marketing communication is to build customer and customer interest and establish a relationship between the two. This relationship is positioned in the context of integrated marketing and one-to-one marketing and customer relationship management, prompting managers to integrate traditional, new marketing methods, testing, and accountability. (Baker & Mitchell, 2000). In the process of further extending the concept of customer-oriented communication, managers must realize that once integrated marketing communications provide organizations with more advantageous market advantages, this must be market-driven, but if this is not the case, it does not exclude the market. Driven possibilities (Carrillat Jalamilo & Locaner, 2004; Duncan & 2004 Mulhern; Javsky, Koli & Saha, 2000) Definition of Integrated Marketing Communication and Philosophical Theory.Since the first attempt to define integrated marketing communications in the 1990s, the concept of integrated marketing communications has emerged in large numbers and is reflected in more detail in relevant literature (Duncan, 2002; Gould, 2004; ; Kitchen Joanne & Tao, 2004; ; Kliatchko, 2005). The viewpoint represented by Duncan: Integrated marketing communication should be seen as the customer relationship management process that can promote brand value. In more detail, this is a cross-functional process ofestablishing and nurturing the interests of customers and other shareholder holders. The main method is to control or influence all information materials strategically and encourage the promotion of these groups. In order to demonstrate the continuous development of concepts and theories, a new study on integrated marketing communications believes that integrated marketing communications should do two things: It is more strategic: it is not just information about advertising and sales promotion.in conclusionThrough discussion, we tried to complement the relationship between the IMC, market positioning and brand orientation. It is worth mentioning that for each concept, they have their own special reflection, but at the same time, they also provide a detailed description and a deep understanding of the relationship between them. The key issue for many organizations is that people have not taken their growth seriously, because it is also very important for supplemental propaganda. Institutions of low-consumption markets, because they are concerned with the cultural heritage of consumers themselves and equivalent functions, in this case, trying to develop IMC is unlikely to succeed. This is because there is no cultural basis for the cooperation between the supplier and other management departments through functions, departments, SBUs (trading strategy units), or is. Along the main lines of the same discussion, we areconvinced that as long as the brand positioning is low, it means that cooperative sharing, brand definition and perspectives will also be reduced. When trying to introduce the IMC, there will not be the case when both MO and BO are present at the same time. That kind of success.The management understands and accepts the principle that it is very difficult for the formation of synthesis, because it is very difficult to unite people who have migrated from a comfortable place and form a certain status, and people also know that Most organizations implement reward systems that do not reward those who cooperate (in practice, they tend to reward those with competitive and small-scale interests). There are some ways to overcome this unhealthy orientation and establish strong market positioning and brand positioning. This requires the establishment of a good cultural atmosphere, and at the same time, encourages those who cooperate to cooperate. This is a very meaningful help for the IMC. The model from this paper knows that the IMC can enable some groups to actively cooperate. At the same time, it is also known that the IMC may be an intermediate between the market orientation and the brand orientation, or that the IMC is an intermediate in the brand orientation and expression form, or even a combination of the two. This concept provides us with a deep understanding of the different manifestations of the IMC.Finally, in this article we have formed a conceptualized theoretical model. The market-oriented standards have been established for ten years and have gradually been accepted by the people. However, the standards of brand orientation are slowly accepted by people, but they are still at an early stage of development. The standards mentioned in the article have already been used by some researchers for practical investigation, and there are no special problems in terms of feasibility. The biggest difficulty of this model is to fully grasp the standard size of IMC development and how to link it to the appropriate external performance standards. The Duncan and Moriarty (1997) DE Mini IMC presence tool proved that its relationship to test them is the same as its starting point. Model (Structural Balance Model) The use value of IMC will also be reflected in more and more clear IMC and other market concepts and relationships between consumers and brands and market performance.中文译文整合营销传播、市场定位与品牌定位的关系Mike Reid, Sandra Luxton, and Felix Mavondo摘要本文将整合营销传播（IMC）与市场导向（MO），品牌导向（BO）以及外部绩效评估联系起来。
市场营销中的品牌定位和传播
市场营销中的品牌定位和传播市场营销是企业在竞争激烈的商业环境中脱颖而出的关键因素，而品牌定位和传播则是市场营销中不可或缺的重要组成部分。
品牌定位可以帮助企业在目标消费者心中树立独特的形象，而品牌传播则是将企业的品牌理念传递给消费者的重要环节。
本文将探讨市场营销中的品牌定位和传播的重要性以及相关策略。
一、品牌定位的重要性品牌定位是指通过明确的目标市场和独特的品牌理念，将企业与竞争对手区分开来，树立其在消费者心中的形象。
品牌定位的重要性主要体现在以下几个方面。
首先，品牌定位可以增加企业的竞争力。
在竞争激烈的市场环境中，消费者往往面临众多选择，品牌定位可以帮助企业在激烈的竞争中找到自己的定位，并吸引目标消费者。
通过定位的明确，企业可以在目标市场中脱颖而出，赢得消费者的认可和信赖。
其次，品牌定位可以构建企业的品牌形象。
品牌形象是企业在消费者心中留下的印象和认知，是消费者对品牌的总体评价。
通过品牌定位，企业可以传达自己的核心价值观和独特卖点，打造独一无二的品牌形象，从而赢得消费者的好感和支持。
最后，品牌定位可以引导企业的市场行为。
品牌定位不仅仅是一个市场营销的策略，更是企业经营的准则和方向。
通过品牌定位，企业可以在产品开发、推广和沟通等方面制定相应的策略，从而提高市场反应速度和竞争力。
二、品牌传播的重要性品牌传播是将企业的品牌理念传递给目标消费者的过程，是品牌定位的实施手段。
品牌传播的重要性主要表现在以下几个方面。
首先，品牌传播可以提升品牌知名度。
在信息爆炸的时代，消费者面临海量的广告和信息，品牌传播可以帮助企业突破信息噪音，让消费者对品牌有更高的知晓度和认可度。
通过有效的传播手段和渠道，企业可以将自己的品牌形象传递给更多的潜在消费者，从而提升品牌知名度。
其次，品牌传播可以建立消费者的品牌认知。
品牌认知是消费者对品牌的知觉和认知，是消费者对品牌的认同和忠诚。
通过品牌传播，企业可以引导消费者对品牌进行深入了解，并树立正确的品牌认知，增强消费者对品牌的认同感和忠诚度。
市场营销中的品牌定位与市场定位
市场营销中的品牌定位与市场定位在市场营销中，品牌定位和市场定位是两个至关重要的概念。
品牌定位是指企业或产品在消费者心中的独特位置，而市场定位是指企业在市场中所选择的目标市场和定位策略。
本文将深入探讨市场营销中的品牌定位与市场定位的关系以及其对企业发展的重要性。
一、品牌定位品牌定位是企业在市场中为自己塑造独特形象和地位的过程。
通过品牌定位，企业可以在激烈的市场竞争中脱颖而出，并赢得消费者的信任和忠诚度。
一个成功的品牌定位可以为企业带来诸多好处，如提高市场份额、增加销量、提升产品附加值等。
一个好的品牌定位需要考虑多个因素，包括目标市场、产品特点、目标消费者等。
首先，企业需要明确自己的目标市场，即要确定自己要面向的消费者群体。
其次，企业需要了解自己的产品特点和优势，以便针对目标市场进行定位。
最后，企业需要了解目标消费者的需求和偏好，并通过巧妙的品牌形象和定位策略来吸引他们。
品牌定位也需要与目标市场的竞争格局相结合。
企业需要在竞争对手中找到自己的差异化优势，并通过品牌定位的方式加以突显。
例如，一些高端品牌通过提供高品质的产品和独特的购物体验来吸引消费者，从而与其他竞争对手形成明显区别。
二、市场定位市场定位是企业在市场中选择目标市场和制定相应的定位策略的过程。
合理的市场定位可以帮助企业准确定位自己的目标消费者，并为其提供满足其需求的产品和服务。
通过市场定位，企业可以更好地与目标消费者建立联系，提高市场竞争力。
一个好的市场定位需要考虑多个因素，包括目标市场的需求、竞争环境、公司资源等。
首先，企业需要了解目标市场的需求和特点，以便针对性地推出产品和服务。
其次，企业需要分析竞争对手的定位策略，找到自己的差异化优势，并制定相应的市场定位策略。
最后，企业需要评估自身的资源和能力，确保能够在目标市场中有效运营和推广。
市场定位还需要根据市场变化进行不断调整和优化。
市场环境是一个动态的过程，企业需要及时关注市场趋势和竞争对手的变化，并相应地调整自己的市场定位策略。
市场营销中的品牌定位与市场定位
市场营销中的品牌定位与市场定位市场营销是企业成功的关键之一，而品牌定位和市场定位则是市场营销中不可或缺的两个重要策略。
品牌定位是指企业通过塑造和传递特定形象和价值观，使消费者对其品牌产生独特的认知和情感连接。
市场定位则是指企业根据市场需求和竞争环境，选择特定的目标市场和定位策略，以满足消费者需求并获得竞争优势。
一、品牌定位的重要性品牌定位是企业在市场中树立独特形象的关键步骤。
通过精确的品牌定位，企业能够在消费者心中建立起独特的品牌认知和情感连接，从而在竞争激烈的市场中脱颖而出。
品牌定位不仅仅是产品和服务的定位，更是企业文化和价值观的传递。
通过品牌定位，企业能够与消费者建立起长期的情感连接，提高品牌忠诚度和口碑。
二、品牌定位的要素品牌定位需要考虑多个要素。
首先是目标市场的选择，企业需要明确自己的目标消费群体，并了解他们的需求和偏好。
其次是品牌核心竞争力的确定，企业需要明确自己在市场中的独特价值和竞争优势。
接下来是品牌形象的塑造，企业需要通过品牌标识、品牌故事、品牌声音等方式，传递出与目标市场相匹配的形象和价值观。
最后是品牌沟通和推广，企业需要选择合适的渠道和方式，将品牌形象和价值观传递给消费者。
三、市场定位的重要性市场定位是企业在市场中找到自己的定位，以满足消费者需求并获得竞争优势的关键策略。
通过市场定位，企业能够了解市场需求和竞争环境，选择适合自己的目标市场和定位策略。
市场定位有助于企业在目标市场中建立起差异化的竞争优势，提高市场份额和盈利能力。
市场定位还可以帮助企业更好地了解目标市场的消费者需求和偏好，从而提供更符合市场需求的产品和服务。
四、市场定位的要素市场定位需要考虑多个要素。
首先是目标市场的选择，企业需要明确自己的目标消费群体，并了解他们的需求和偏好。
其次是市场定位策略的选择，企业可以选择差异化定位、专业化定位、成本领先定位等不同的策略，以满足目标市场的需求。
接下来是市场营销组合的设计，企业需要通过产品、价格、渠道和促销等手段，满足目标市场的需求并获得竞争优势。
关于品牌价值的外文文献原文以及翻译译文
关于品牌价值的外文文献原文以及翻译译文INTERNATIONAL FACTORINGON THE BRAND STRATEGY AND COUNTERMEASURESRESEARCHBy T.BettinaWith economic development and people's living standards, increasing the wealth of material and products, business competition from products and services, competition, to a higher stage of the competition between brands. Brand is both a business products and services unique to the mark, to some extent also is a standard and commitment. It is a business permit to enter the market and consumers a bridge between the enterprises are relying on market positioning.Brand strategy and practice of systematic research, only started in the late 1980s. In 1988, Philip. Morris and Nestle's acquisition of two well-known, so that the brand value of the assets of the market to be officially confirmed, marking the modern era of the brand. Chinese enterprises in the theory and practice of brand strategy in recent years has made considerable progress and development, but the West still a big gap compared with developed countries. Promoting the brand strategy will help enterprises establish an advanced view of the market, and strengthen the awareness of the market.First, the concept of brand strategy-related analysis(A) the definition of brand and constituteThe most basic brand is defined as one intended to be used to identify (or group) vendor in terms of quality products and services names, terms, mark, symbol or design, or their combination, and intended to be used to distinguish one (or a group) and its vendor Competitors. Brands include brand names, trademarks and brand logo. Brand, in essence, represents the seller to the buyer on the delivery of the product features, benefits and services, consistent commitment to the brand is the best guarantee of quality.The brand is divided into 6 levels of meaning: attributes, interests, values, culture, personality, the user. Therefore, the most durable brand is the meaning of their values, cultures and personalities, including visual, emotional, the idea that they constitute the essence of the brand.(B) the definition of brand strategy with the aim of Brand Strategy, as its name implies, is the corporate brand to create, use and maintenance of the core, in its analysis of conditions and the external environment on the basis of the development of the overall business plan of action. From the practical point of view, is the choice of brand strategy, packaging, training, promotion and protection of a particular brand, reputation make it step by step and give full play to the effects of brand-name brands and companies to promote their own development and growth.The main purpose of the brand strategy is to create high visibility, high credibility, and a larger market share enormous economic benefits.First, high visibility. High-profile corporate products and services to smooth the sale an important factor in business and a great intangible asset.Secondly, the high degree of credibility. A high degree of credibility is a business and all employees and even years of hard struggle of several generations, well-formed operation of theenterprises and products in the market a good impression on the minds of consumers. To the consumer, the high degree of credibility means that the quality of high-tech content and a good level of service; cooperation of enterprises and banks, financing, a higher degree of redibility means that reliable and trustworthy. In a market economy, only about reputation, business can be the main market recognition can be long-term development.Thirdly, a larger market share. Market share from the market coverage and market share both to consider. Corporate brand through the implementation of the strategy, to increase brand awareness, reputation, business products and services to increase market share, which is good business to ensure effective.Fourth, the huge economic benefits. The success of the brand strategy can make the product more of the sales market, but also in the market than similar products of a higher sale price. As a result, brand-name products and good services to achieve significant sales and higher profits for companies bring in huge commercial profits.We can see that the brand strategy is to expand the direct purpose of the enterprise products and services in the market, so as to increase market share and achieved great economic benefits. In the long run, the brand strategy is to achieve the brand and grow the business and sustainable development.Second, China's enterprises of the importance of brand strategySince the reform and opening up, China's economy has experienced sustained growth for decades. With the economy expanding and opening up, China's domestic market has been in the international market has become an important component of China's enterprises to participate in international competition means great changes have taken place. World-renowned enterprise in an increasingly competitive and complex Chinese market, the implementation of brand strategy, brand China is facing severe challenges in international competition. In particular after the accession to the WTO, China will be in the majority of enterprises with foreign competitors in a powerful position face-to-face contest, a growing number of famous foreign brands will enter into our life. In the face of this unprecedented impact on the brand, China is only the implementation of brand strategy, create brand and corporate brand products in order to enter the international market and international market competition with foreign brand rivals. On the other hand, with progress in science and technology, consumer demand and continuous improvement in the level and pay attention to brand, the pursuit of brand and increase brand-name consumer phenomenon is increasingly clear, the implementation of corporate brand strategy is not only conducive to the expansion of market share, but also more Large economic benefits. China's domestic enterprises to take part in market competition, and only the implementation of brand strategy in order to enhance the competitiveness of enterprises in the competition.(A) business development must be to promote the growth of the brand strategyAs China's market economy reform, in particular China's accession to the WTO. China's all over the original system of small businesses, the impact of a market economy, gradually formed a number of cross-regional business and the well-known brands. In the competition, non-brand-name slowly out of the market, an industry often controlled by a few big brands, market competition into a major competition between brands. With the world-class international brands to enter China, domestic brands will lose the advantages of the original, faced with severe competition. In this case, the number of domestic famous brands have "Yi Zhi", or the acquisition by multinational companies, or joint ventures with foreign brands, domestic brands positions arenibbled away. The right to choose and implement the brand strategy to improve our products and services in the domestic market, step by step into the world, with the developed countries of the world famous enterprises match, China's entrepreneurs is incumbent upon the sacred mission. Number of national brand value of the industry (1,000,000 U.S. dollars)Coca-Cola Beverage 83845 U.S. 12 U.S. Microsoft software 56,654U.S. 3 IBM computer 437814 General Electric of the United States diversified 33,5205 Ford Motor of the United States 331976 Disney entertainment of the United States 32,2757 INTEL U.S. computer 300218 McDonald's 26,231 U.S. Food9 AT & T of the United States Telecom 2418110 Marlboro 21,048 U.S. tobacco11 NOKIA Finland Telecom 20694Mercedes-Benz car 12 Germany 1778113, Switzerland Nestle Beverage 17595Hewlett-Packard computer 17132 U.S. 1415, Guillermo personal belongings of the United States 15,89416 KODAK image of the United States 1483017 ERISSION Swedish telecommunications 14,76618 SONY Japanese electronics 1423119 U.S. financial services 12,550 American Stock Exchange20 TOKYO Japan Automobile 12,310Table 2-1 World brand value of the top 20 list (Source: /962577.html) You Shangbiao, it is not hard to see that the size of the value of the brand also reflects the brand owner (or group of transnational corporations) in the global enterprise or industry position and competitiveness.China's major cities has been a strong consumer brand awareness of the consumer, small and medium-sized cities and rural markets have gradually enhance brand awareness. Young people to pursue well-known consumer brands to achieve self-worth, has become a fashion, but they are small in the consumption of foreign brands such as Nestle, McDonald's grow up so as to pursue the development of foreign brands for fashion, which can not have Sighted people for the national brand of domestic concerns. In the Chinese market, foreign brands through joint ventures, wholly or in a variety of ways, such as mergers and acquisitions, to create a successful local brands. In contrast, China's opening up, in addition to an earlier, compared with full competition in the industry, such as household appliances, cosmetics, food and beverage industries better than brand development, the protection of national policy and restrictions on the industry, the real strength of the brand little. If you do not go on this way to strengthen the focus on brand protection, brand promotion of growth in these areas would not be able to enterprises and foreign enterprises to compete, can not be developed.(B) market in China has become the brand competitionWith the reform and opening up of China's socialist market economy and building the prosperous development of China's market situation has changed dramatically, showing thefollowing trends: from a single-system to the needs of the diverse needs of change; by the identical to the individual needs of demand Change; by the type of poverty, food and clothing needs-to-well-off, rich-changing needs. Require a change in demand for a corresponding change in supply, which led to the need to intensify competition among enterprises and changes in the way, in such circumstances, China has gradually formed the pattern of brand competition.First of all, competition among enterprises has been content to seek resources, the advantage into a commodity to seek technical advantages, strengths and talent brand, and technology, human resources advantages will ultimately have to be reflected in the brand. As a result, the economy entered a "relative surplus" of the times, the importance of resources has declined to seek brand has become a large enterprise to achieve long-term development of the most urgent task.This was followed by gradual means of competition on price-based competition means, in order to shift the main means of non-price competition. In the past, China's market price war among enterprises is the main means of competition, but consumer demand as by the type of food and clothing to the well-off-the-well-off change in the quality of goods at low cost is no longer subject to mainstream consumers, they are more important Is the brand, quality, service and so on non-price factors. Although the price reduction strategy in a certain period of time so that competitors at a disadvantage, but it will benefit their own business down, resulting in a lose-lose outcome. And rely on high quality, innovative products and superior service set up by the brand advantage, the enterprise market will rise, increasing economic efficiency, sustainable development of the enterprise.Finally, the structure of the competition has been limited to domestic competition among enterprises, to between domestic and foreign enterprises to compete more. Since China opened the door, a number of powerful multinational corporations in developed countries to enter the Chinese market on a large scale, with local enterprises in China's heated market competition, our international market competition, in an increasingly competitive market. As a result, Chinese enterprises should use the favorable conditions for local enterprises, and strive to create a national brand, with foreign brands and fight to safeguard national industries. Only after a firm footing in order to get out, to participate in the international market competition, international operations.关于当代品牌战略与对策的思考发展概况前景作者：T.贝蒂娜随着经济的发展和人们生活水平的提高，物质产品的日益丰富，企业经营的竞争已由产品的生产和服务的竞争，转向更高阶段的品牌之间的竞争。
整合营销中英文对照外文翻译文献
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市场营销中的品牌定位与市场定位
市场营销中的品牌定位与市场定位品牌定位和市场定位是市场营销中不可或缺的两个重要概念。
品牌定位是指企业通过塑造品牌形象、传达品牌价值观和与目标消费者建立情感联系，从而在目标市场中建立独特的地位和认知。
而市场定位是指企业选择一个适合自身定位和核心竞争力的目标市场，并在该市场中通过差异化营销策略满足消费者需求并获取竞争优势。
本文将通过对品牌定位和市场定位的介绍，分析它们的关系以及步骤，以帮助企业更好地理解和运用市场营销中的品牌定位和市场定位。
一、品牌定位品牌定位是企业塑造品牌形象和传达独特价值观的过程。
它可以帮助企业在激烈的市场竞争中脱颖而出，建立与目标消费者的情感连接，并为消费者提供与众不同的体验。
1. 品牌分析与定位企业在制定品牌定位前，需要对自身进行深入的分析。
该分析可以包括企业的使命、愿景、核心竞争力、目标市场以及竞争对手的分析。
通过这些分析，企业可以找到自己的定位点，明确品牌的主题和核心价值。
2. 目标消费者分析确定目标消费者是品牌定位的重要一步。
企业需要通过市场调研和数据分析，了解目标消费者的需求、喜好、购买行为等。
这样可以为品牌定位提供准确的方向，并在目标市场中更好地满足消费者的需求。
3. 构建品牌形象与价值观通过创造独特的品牌形象和传达独特的价值观，企业可以在市场中建立与竞争对手不同的地位。
品牌形象可以通过品牌名称、标志设计、产品特点等方面进行塑造，而品牌价值观可以通过品牌宣传、企业文化传递给消费者。
4. 传达品牌故事品牌故事可以帮助企业与消费者建立情感联系，增强品牌忠诚度。
通过讲述品牌的起源、发展和与消费者的故事，企业可以引发消费者的情感共鸣，提高品牌认知度和好感度。
二、市场定位市场定位是企业在选择目标市场和制定差异化营销策略时的过程。
通过市场定位，企业可以适应市场发展趋势，满足消费者需求，并实现市场份额和销售额的增长。
1. 目标市场选择企业需要选择适合自身定位和核心竞争力的目标市场。
品牌定位市场营销外文文献翻译2014年译文3000多字
文献出处：Walker L STRATEGIC BRAND ORIENTATION [J]. Academy of Marketing Studies Journal, 2014, 18(2).32-50原文STRATEGIC BRAND ORIENTATIONWalkerWHERE DOES A BRAND ORIENTATION FIT WITHIN CONTEMPORARY MARKETING STRATEGY?Over the years, at least three competing philosophies have influenced marketing strategies. In the years leading up to the mid-1950s, marketing focused internally on production efficiency (e.g.a product orientation) and aggressive selling (e.g., a sales orientation). Somewhere around the mid 1950's, the focus shifted externally to customer needs (e.g. the marketing concept). The marketing concept, identified by (McCarthy &Perreault, 1984) as the philosophical foundation of a market orientation, consists of three components: customer focus, integration, and long term profitability. The marketing concept is said to serve as a cornerstone of marketing thought (see Borch, 1957; McKitterick, 1957).The 1990s saw renewed interest in the concept of market orientation (the implementation of the marketing concept). Based on a thorough literature review, Harrison-Walker (2001) conceptualized a market orientation as a dual, four-stage process involving information acquisition (Kohli &Jaworski, 1990), information sharing (Kohli &Jaworski, 1990), shared interpretation of information (Day, 1993; Sinkula, 1994), and the utilization of information in developing and implementing marketing strategies (Kohli &Jaworski, 1990). The type of information which is gathered, shared, interpreted and utilized is information about customers and competitors (Narver &Slater, 1990). In other words, the information gathered about customers and competitors is ultimately utilized by the market oriented organization to develop and implement marketing strategies that will meet the needs of customers - and do so more effectively than competitors.In an attempt to depict the market oriented approach to marketing strategy, customer needs may be thought of as the core around which the marketing mix is designed (see Figure 1). It isthrough a thorough and organization-wide understanding of customer needs that a company can develop effective product, pricing, promotion and distribution strategies leading to improved long term performance. Harrison-Walker (2001) empirically demonstrated that customer orientation has a significant and positive impact on balanced scorecard measures of business performance.In Figure 1, branding is included as one of the many product strategy decisions, along with decisions such as product design, packaging, product warranties, etc. In non-brand oriented firms, the brand is simply as one of many resources within the firm and there is no discussion about the importance of basing the firm's approach on the brand as a specific resource (c.f. Collins &Montgomery, 1995; Peteraf, 1993; Prahalad &Hamel, 1990). Even within product strategy, it is more likely the product and its functional advantages receive far greater attention than the brand (Urde, 1999, p.l 19). The problem is that functional advantages can generally be imitated (Urde, 1999, p.l 19).The question then becomes whether a market oriented firm can also be brand oriented and, if so, where brand orientation comes into the picture. Certainly, an organization cannot focus on a brand without meeting customer needs. Customer needs must remain at the core. This does not mean that the customer is king; it means that it is imperative for the company to have a thorough understanding of customer needs in order to design an effective marketing strategy. So in our revised figure, customer needs remain at the core. For a proper adaptation of our model in Figure 1, we are provided direction by Wong and Merrilees (2007, p.388) who explain that "If each element of a marketing mix aligns to the brand, then consequently they will be aligned to each other and produce a more consistent and robust performance." In order for the brand to function as the basis of the organization's responses (Gromark &Melin, 2005), we need to add a second concentric circle around the core (see Figure 2). The second concentric circle is the brand strategy. This makes absolute sense from a marketing strategy perspective when one considers that critical branding decisions, such as positioning, are depended upon in designing the marketing mix. That is, strategic positioning involves designing the product and the marketing mix to fit a unique position in the consumer's mind. Therefore, once consumer information is collected and processed, the positioning strategy is formulated and the marketing mix is developed to communicate the brand's unique position.In support of this conceptualization, indicating that not only are a market orientation and a brand orientation not mutually exclusive, but that a brand orientation positively impacts the effectiveness of the marketing strategy (Wong &Merrilees, 2008), Urde (1999, p.18) provides the following quote from Olle Tegstam, Senior Vice President at Nestle:An organization can never only be brand-oriented. There have to be products that are demanded and that work together with your brand. To be brand-oriented is market orientation "plus".FACTORS AFFECTING A BRAND ORIENTATIONNowadays most companies understand that brand orientation is crucial to developing strong brands and are convinced that strong brands can provide sustainable competitive advantages (Gromark &Melin, 2011). In fact, "brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (Dawar, 2004, p.31). But what factors affect a company's brand orientation?By reviewing the existing marketing and business literature it is possible to identify a number of potential antecedents to a brand orientation. In this study, eight factors are identified as factors potentially influencing a brand orientation. The conceptual model showing the potential antecedents of a brand orientation is presented in Figure 3. Potential antecedents include: the size of the company, brand barriers, services component, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. In the following sections, we introduce each of the potential antecedents and set forth a research proposition with regard to its expected effect on a brand orientation.Size of CompanyThe first factor identified as a potential antecedent of a brand orientation is the size of the company. Several researchers (Baumgarth, 2010, Krake, 2005, Wong &Merrilees, 2005) report that smaller companies are less likely to be brand oriented than larger companies. For example, in a study of business-to-business companies, Baumgarth (2010) divided sample companies into "successful" and "unsuccessful" groups on the basis of a market performance index, and found that while all companies in the sample reported low levels of brand orientation, smaller companiesexhibited lower levels of brand orientation than larger ones. In this study, the size of the company was measured both in terms of turnover and number of employees (Baumgarth, 2010).Wong and Merrilees (2005) provide an explanation as to why smaller companies tend to be less brand oriented than larger ones; that is, smaller companies have a lower level of brand orientation than larger ones because they perceive that they have neither the time nor the resources to conduct branding activities. The authors (Wong &Merrilees, 2005, p.156) note that numerous studies "have identified many SMEs failing to fully invest in most business assets, including advertising, information technology and training, and to perceive such investments as costs instead."In another study by Krake (2005), qualitative research was conducted with 10 mostly medium sized companies. Just over half of the companies studied admitted that they "do something about brand management" and, following clarification of the research question, three maintained that brand management had no part in their daily or weekly operations (Krake, 2005, p.230). Krake (2005) further found that other than the directors/owners, no one within these organizations was specifically concerned with brand management, nor was it widely discussed or communicated. Krake (2005) concludes that in many SME companies, brand management receives little or no attention in the daily run of affairs. Although the owners or directors of SMEs are the ones to take the lead in this area, they either seldom have the time for it or are not even aware of "brand management" as a concept (Krake, 2005).Based on the research findings of Baumgarth (2010), Krake (2005), and Wong and Merrilees (2005), it seems that smaller companies are less brand-oriented than larger ones. This leads to the following research proposition.PI: The size of the company has a positive effect on the company's level of brand orientation. Brand BarriersPerhaps related to the size of the company is the construct of brand barriers identified by Wong and Merrilees (2005). 'Brand barriers' refer to obstacles that hinder smaller firms in particular in carrying out business activities based on the brand. The obstacles primarily involve limitations on financial and human resources, as well as time (Krake, 2005, Wong &Merrilees,2005). The brand barriers construct is identified separately from the size of the company since larger firms may also be affected by resource limitations for a number of reasons including the negative effects of uncontrollable factors in various sectors of the external environment. These may include a weak economy, increasing costs of doing business, the imposition of new legal restrictions or requirements, and so forth. The unavailability of financial and human resources often forces firms to adopt a short term focus rather than a long term branding strategy and to underinvest in building the distinctiveness of their brand (Wong &Merrilees, 2005). Although Wong and Merrilees (2005) propose that brand barriers have a negative effect on a brand orientation, this relationship has not been empirically examined. We concur with Wong and Merrilees (2005) and set forth the following research proposition.P2: Brand barriers have a negative effect on the company 's level of brand orientation. Services ComponentThe third potential antecedent relates to whether the company's product is a service or a physical good. Marketers generally perceive a continuum with pure services at one end (such as a carton of cereal) and pure services (such as financial services) at the other. Many products fall somewhere in between. For example, a restaurant provides the physical good of the food services as well as the service product that involves seating guests, serving food, and clearing the table. In order to provide more complete information to marketing managers, it is common for marketing studies to examine whether differences between physical goods and services are significant.P3: The extent to which a company provides services over physical goods has a negative effect on the company's level of brand orientation.MANAGERIAL AND RESEARCH IMPLICATIONSThe purpose of this paper is to identify potential antecedents of a brand orientation based on the existing marketing and business literature and to set forth a conceptual model depicting research propositions. Studies conducted on the consequences of a brand orientation demonstrate that a brand orientation has a positive effect on business performance. Accordingly, managers should strive to develop and nurture the brand orientation of their businesses in their efforts to attain higher business performance and competitive advantage.The study suggests several factors as important determinants of a brand orientation. Based on the existing literature, a brand orientation appears to be facilitated by a number of factors, including: the size of the company, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. Additionally, brand barriers and the extent to which a company provides services over physical goods are associated with a lower level of a brand orientation. From a managerial perspective, a relatively low level of a brand orientation may lead managers to alter certain antecedents which, in turn, would lead to a higher level of a brand orientation. For example, a company with a low level of a brand orientation may invest time in exploring questions about the brand's current identity, from both internal as well as external perspectives. Alternatively, the firm could conduct a brand management assessment to determine if the current system of brand management is appropriate to the firm's circumstances. The brand management assessment may be particularly important if the company has recently added a number of new brands either through new product development or as the result of a corporate merger, or if the company has reduced the number of brands in its product mix as the result of divestment or experiencing negative outcomes associated with poorly managed brand proliferation.译文战略品牌定位和它的渊源沃克品牌定位的哪些理念符合当代营销策略?多年来,至少有三个竞争经营理念对营销策略产生过影响。
Brand Positioning品牌定位
Brand Positioning品牌定位Brand Positioning品牌定位Introduction导言Brand positioning is a strategic process that companies use to differentiate their products and services from competitors, and to create a unique and favorable image in the minds of consumers. It involves identifying and communicating the key attributes and benefits that make a brand stand out in the market. This article will explore the importance of brand positioning, the key elements of a successful brand positioning strategy, and provide some examples of effective brand positioning.Importance of Brand Positioning品牌定位的重要性Effective brand positioning is crucial for several reasons. Firstly, it helps consumers understand and differentiate a brand from its competitors. In today's saturated market, where consumers are bombarded with numerous options, a clear and distinctive brand positioning sets a company apart and makes it more memorable. Secondly, brand positioning enables companies to effectively communicate their unique value proposition to target customers. By clearly defining and communicating the benefits and advantages of their products or services, companies can attract and retain customers, and build a loyal customer base. Lastly, brand positioningenhances brand equity and long-term brand value. A well-positioned brand creates strong associations and emotional connections with customers, increasing brand loyalty and willingness to pay a premium for the brand.Key Elements of Brand Positioning Strategy品牌定位策略的关键要素1. Target Market Identification目标市场的确定The first step in brand positioning is identifying the target market. Companies need to understand their target customers' demographics, psychographics, behavior, and needs. This information allows them to tailor their brand positioning strategy to appeal specifically to their target market, rather than trying to please everyone.2. Competitor Analysis竞争对手分析Competitor analysis is essential to determine how a brand can differentiate itself. Companies must identify their competitors and assess their strengths and weaknesses. This analysis helps companies find unique selling propositions and opportunities to position themselves favorably against their competitors.3. Unique Value Proposition独特的价值主张A unique value proposition is the distinctive benefit or advantage that sets a brand apart from its competitors. It should clearly communicate why customers should choose a particular brand over others. The unique value proposition should be relevant, meaningful, and appealing to the target market.4. Brand Personality and Image品牌个性和形象Brand personality refers to the traits, characteristics, and values associated with a brand. Creating a strong, consistent, and authentic brand personality helps to humanize the brand and elicit emotional connections with consumers. Brand image, on the other hand, is the perception of a brand in consumers' minds. It is crucial to shape a positive brand image that aligns with the desired positioning strategy.Examples of Effective Brand Positioning有效品牌定位示例1. AppleApple has positioned itself as a pioneering and innovative technology company. Its unique value proposition is a seamless integration of hardware, software, and services, which provides an exceptional user experience. Apple's brand personality is sleek, modern, and user-friendly, appealing to tech-savvy individuals who seek cutting-edge technology.2. Coca-ColaCoca-Cola's brand positioning revolves around the ideas of joy, happiness, and togetherness. It has successfully created an emotional connection with consumers through its iconic advertisements and sponsorship of events. Coca-Cola's brand personality is friendly, inclusive, and refreshing, making it a favorite choice for celebrations and social gatherings.3. NikeNike's brand positioning strategy centers around inspiration, empowerment, and athletic excellence. Its "Just Do It" slogan resonates with individuals who strive for personal achievements and believe in their own potential. Nike has built a strong brand personality of determination, passion, and performance, which appeals to athletes and anyone pursuing an active lifestyle.Conclusion结论Brand positioning is a vital aspect of marketing strategy, as it helps companies differentiate their products and services, communicate their unique value proposition, and build strong brand equity. By understanding the target market, analyzing competitors, developing a unique value proposition, and shaping brand personality and image, companies can effectively position their brand in the minds of consumers. Examples from successful brands like Apple, Coca-Cola, and Nike demonstrate the power of strategic brand positioning in creating a lasting impact on consumers and driving business success.。
产品定位、品牌定位与企业定位
---------------------------------------------------------------最新资料推荐------------------------------------------------------产品定位、品牌定位与企业定位产品定位、品牌定位与企业定位 Product positioning, brand positioning and enterprise positioning Marketing master Philip kotler: in the marketing management is the positioning of the company’s products to design, to make it to the target customer in mind to take up the position of a unique and valuable. Rees and slaughter in their book positioning has repeatedly stressed that positioning is not the product you want to do, but you of prospective customers to do. In other words, you want to position you r product in the customer’s mind. Located in the theoretical circle and the industry, has been more and more about it, when the positioning theory more and more widely promote the development of marketing theory, and deeply influenced management practice, the product positioning, brand positioning, positioning of the concept of the three completely different with the enterprise discussion is necessary. Can effectively find out the connection between the three, clearly differentiate between the, and the relation and distinction between is conducive to business practice, is the key to explore and aim. According to the above masters for the description of the location, can think, so-called product positioning, is1 / 12to show the enterprise products to current and potential customer needs, to develop the appropriate marketing activities, to make it in the customer heart get a unique valuable position. Product orientation is aimed at the product, its core is to point to the product to serve its service. This spring, for example, the popular theme of this year’s sequoia men’s wear in China’s clothing sector was the top business casual. In this age of knowledge and information, people’s attitudes have changed dramatically. Initially IT industry leader in casual style with the first, make people not only in the life more emphasis on personality, the pursuit of quality and self-improvement, in work and business activities of dress also with such a request. Cedar group has a keen awareness of the changing needs of The Times, and introduces the new idea of the clothing of the advanced business casual in e-era. This product category falls at least in the following areas: 1, senior: the target consumer group is a senior or senior consumer behavior and consumption ability of business people, high income, high taste, so products have higher or high price, high quality of a material, design, workmanship, quality, sales of high-grade place, want to reflect success, mature and noble. 2, business: business casual is targeted at business activities---------------------------------------------------------------最新资料推荐------------------------------------------------------in dressed in costumes, so while not suit, but can’t lose the basic decency and formal style, and basic etiquette. Casual wear: it shows the comfort, leisure, vogue and personalisation of casual clothes. Unique e-time features: senior business people in new young industries, such as IT, not a steel group or banking boss. Product positioning is based on superior product quality and unique product personality. Product positioning in the product as the basic material carrier, along with the development of the product life cycle, change the image in the eyes of consumers, resulting in a location change according to the product life cycle of a basic properties. This attribute may be based on a shallow product or a deep, shallow product. To suit the clothing categories that occupy the home, for example, people start may feel separate it into class, buy only for dress that occupy the home is not necessary, also does not have this kind of consumption habits; But as the change of social consumption culture and occupy the product concept, the formation of soho a group of things with common features, more and more people have the life that occupy the home rich and full up, people will feel the pleasure of wearing comfortable wear at home is also very important, to open the market. This is what3 / 12I call a shallow, deep product recognition. Again, for example, the aforementioned advanced business concept of recreational men’s clothing, may in the beginning part of the business people are widely recognised, and after a period of time, found that the between formal and casual clothing concept, It may have a negative effect on men on the basis of their solid social support and unflashy outfits. At the same time, in real life and business activities, can wear casual clothing and dress instead of completely, senior business casual and not as a unique cultural and psychological value, so this is the so-called alienation of shallow and deep products. Product positioning is appropriate for a new product launch without a strong competitor. In this era of product homogeneity is striking, once marketed products from different companies, competition, enterprise product positioning strategy will be changed. Even if the product is different, as long as this differential is not a significant difference in determining significance, it is the same. At this point, brand positioning becomes a new level of marketing competition strategy. Brand positioning is to show the enterprise products and brands, based on the physiological and psychological needs of the client, for its unique individuality and the good image, thus---------------------------------------------------------------最新资料推荐------------------------------------------------------ solidification in consumer memory, a valuable position. Brand orientation is aimed at the product brand, its core is to build brand value. The brand positioning carrier is the product, its promise is finally realized through the product, so must already contain the product to locate in it. Brand positioning is not characterized by market life cycle than product positioning. It’s more important than the product: the emphasis here is on branding. Brand positioning is closely associated with research into consumer market research. Brands can position themselves based on functions, prices, appearance, innovation, emotions, services, and other aspects of the brand. From here we can see that brand positioning is more a way of looking for customer’s unique position, contains more deep and rich connotation. Brand positioning is most prominent in clothing products. The white-collar dress was founded in 1994 and has been developing for less than 10 years, but it is like a black horse in the Chinese fashion world, which has become a fashionable and attractive choice for many career women. White collar white collar brand of white collar in style design emphasizes the artistic conception of modern industrial civilization with pure and natural artistic conception, with5 / 12the display of personality to appreciate popular psychology. Elegant, concise, fashion fabrics, exquisite tailoring sewing, full of sense of smooth lines, forms the style of elegance, explaining the white collar design for life brand philosophy, educated, have grade, a successful career in China provides the high quality of women’s clothing, but also provide a kind of life attitude, a way of enjoying life and trust. The success of brand positioning often leads to the success of all products under the same brand. Ordos for wool cashmere sweater shaping successful ordos, for example, the brand, to do scarves cashmere wool, wool and cashmere household products, will also make full use of the ordos the successful brand, sharing its brand value. As a result, companies often use the expanded product line to fully leverage the brand’s value of brand positioning. But social spending habits are also changing. According to the United States buy Advertising Institute (Point - of - Purchase Advertising Institute) results, think compared with before, now more and more consumers in the transformation of the brand or trying they never use the product. This makes the enterprise in order to meet consumer desire, while keeping the existing brand loyalty is changeless, now to extend product line, under the same brand name to provide more different---------------------------------------------------------------最新资料推荐------------------------------------------------------ products. However, it is also important to note that the blind extension of the brand is likely to obscure the brand from clarity, and the brand is at risk. Ordos cashmere sweater from the high-end products, to high-end, even extended product line in the end, is likely to make consumers see the original ordos in his mind the best wool cashmere products that must be challenged, because the original income is so low I can buy a ordos cashmere sweater, then once earnings growth, As the economy improves, it may seek new high-end brands, making ordos a second-tier brand. The relationship between the product positioning and brand positioning, in simple terms, there is a kind of can be summarized as time has entered, but interdependent contains the relationship between each other. Starting from product creation brand, product positioning is the basis of brand positioning, the success of product positioning is the necessary prerequisite for brand positioning success. And after, pushed by brand products, product positioning should be attached to have a successful brand positioning, combining the two together, together through the psychological and material value to satisfy consumer demand, to create profits. If brand positioning is7 / 12inappropriate during product creation, it severely weakens the value of good product positioning. And in the brand push product stage, the product localization one appears even small mistake, also can affect the brand in the consumer’s mind greatly. It’s a very close relationship. Enterprise positioning is a new level. Let’s start with the fir. In 2003, the President of sequoia group, zheng yonggang, announced that the firs were to start operating at the highest level -- the group’s brand. Shanshan to its own brand positioning is to in the process of unceasing development, gradually fade out shanshan clothing, highlight the shanshan group and finally achieve the complete update of brand transformation. In the company of cedar group, we will build a multi-brand strategy. At present, there are 12 brands of Chinese fir, such as fir and French poem. Each brand position is clear, the individual character is bright, the market space is wide. By 2010, the fir clothing brand will reach 30. When the scale reaches a certain degree of enterprise management, product diversification reaches a certain degree, brand development to a certain degree of diversity, from brand positioning to the corporate positioning is a level of new options. Positioning refers to the enterprise through its products and brands, based on customer demand, the enterprise---------------------------------------------------------------最新资料推荐------------------------------------------------------ unique personality, culture, and a good image, molded in consumer memory, and occupy a certain position. Procter gamble co., LTD., through its multi-brand cleaning and cleaning products, is a company that is a strong and excellent manufacturer of superior quality products. Coke in coke, snow nose, fender and so on many kinds of drinks brand image on the basis of the formation of the company is the production characteristic of the Coca-Cola company, with the strength of American culture quality of excellence for the production of a variety of drinks super multinational companies. Once the launch of a new kind of drink Coca-Cola, it is the first attractive to consumers, consumers will be willing to taste, because they think it is a product of the Coca-Cola company, where is not bad. Corporate positioning is a nebulous concept for the vast majority of production enterprises, and is not fully utilized. From product positioning, brand positioning, enterprise level, the relationships between the three general positioning to undergo the process of enterprise is: from the product, brand, enterprise integration into three separate positioning, the latter than the former is more and more generalization and abstraction, more and more used to9 / 12performance concept. A top fashion company, for example, some of the original product positioning, brand positioning, corporate positioning may be one, as there is demand, and has the strongest ability to pay people to provide the most perfect wedding and the perfect service. But with the development of the company, will find that the best positioned to dramatically limit the number of target customers, increasing the cost of the income is stable, will affect the company’s profit growth. So the company decided to expand into other couture, such as adding dresses. Then, under the same brand have different products, different products have different positioning, product positioning and brand positioning in the relevant state and separated. With further development, the company has decided to develop advanced ready-to-wear clothing, as well as further access to bags, shoes, cosmetics, clothing accessories, etc. And one of the ways to be more comfortable without affecting existing brands is to increase the number of offline brands, such as second-line and third-line brands. So different brands will have different brand positioning. At this point, the ultimate abstraction is often described by an adjective -- the best clothing and related products will come from the company. TCL’s phone is a case in point. TCL launched its---------------------------------------------------------------最新资料推荐------------------------------------------------------ mobile phone to the high-end line, leading the domestic market with unique diamond series, and then in Hong Kong market with a unique butterfly dance vibration. Good product positioning makes mobile phones a new pillar industry in TCL, with a big profit and unique corporate image. But there were some problems in view of technical quality, some TCL mobile phone repair rate is as high as 60%, according to the Numbers of TCL did a lot of damage corporate image, the original enterprise positioning was hurt. In the minds of many consumers, TCL will likely be on the low end of the market, which is a deep concern for TCL’s move towards world-class and well-known brands. An analysis of the three positions in the previous paragraph indicates that the current enterprise positioning development is usually passive. Active positioning enterprises to take full advantage of them will be a great value for enterprise positioning. In the IT industry, we can use the enterprise positioning value directly to promote the products that are more common. For upgrading the product fast, new products today, tomorrow never put off till tomorrow what you can, do not need to then develop a new brand, on the one hand, indeed, is greatly reduces the positioning of the operation cost, to the enterprise saving11 / 12money; On the other hand, it saves the time of brand promotion, and seize the moment to capture everything. Or, IT USES the product brand and enterprise brand’s identity, positioning is simple, relatively simplified operation, easy to form, and can make full use of the value of the positioning of interactive boost growth. For seeking international development enterprises, corporate positioning in consumers’ mind first promotion, to product quality and product features to win again, also is a feasible and effective way.。
英语作文-停车服务行业的市场定位与品牌定位策略
英语作文-停车服务行业的市场定位与品牌定位策略The market and brand positioning strategy in the parking services industry is crucial for establishing a strong presence and attracting a loyal customer base. Effective positioning involves understanding the market dynamics, identifying key customer segments, and crafting a unique brand identity that resonates with target audiences.Understanding Market Segmentation。
In the competitive landscape of the parking services industry, effective market segmentation is essential. This involves dividing the market into distinct groups of customers who have similar needs, behaviors, or characteristics. By identifying these segments, parking service providers can tailor their offerings and marketing strategies to better meet the specific requirements of each group.One key segment includes urban professionals who require convenient, reliable parking solutions near their workplaces. These individuals value efficiency and ease of access. Another segment comprises tourists and visitors to urban areas, seeking safe and affordable parking options close to popular attractions. Understanding such segments allows parking service providers to differentiate their offerings based on location, pricing, and additional services like valet parking or electric vehicle charging stations.Developing Brand Identity。
品牌定位中英文对照外文翻译文献
品牌定位中英文对照外文翻译文献（此文档为word格式,下载后您可任意修改编辑！）从消费者镜头看待品牌定位品牌定位在市场营销中的地位品牌定位是一个传统的概念，并作为是市场细分、目标市场和定位模型的一部分。
（见迪布和西金的1996年；丽莲2003年），其被认为是托布的所有营销策略的基础（科特勒2003年）。
在这个模型的第一步是市场细分，涉及成数的相互排斥市场，异构市场，即同质群体（也称为节段）。
一般来说，市场细分定义是：“将市场细分成不同的子集的客户市场，使客户市场行为以同样方式或有类似需求过程进行区分（贝内特1995年第165页）。
”市场细分是必要的，因为大部分（可能全部）市场并非一块铁板，相对的商圈是均匀的，企业都希望他们具备一定的条件或者可以提供类似的服务产品（迈尔斯1996年，第16页）。
重要的是要形成细分，因为他们可能对各种营销活动有不同市场反应（迈尔斯1996年），从一个公司的营销活动可以分析和预测客户的行为，（风能喝卡多佐1974年）。
市场细分依据着（并因此齐性用语）各种消费特点，如人口结构，生活方式，行为模式，需求，价值观以及其他特点等（见威德尔和镰仓2000年；有关概述迈尔斯1996年）。
在这方面，至关重要的是，买家群体（即是目标群体）会对公司的营销活动反应具有同样的感受。
总体而言，韦德认为“产品定位的真正价值在于只有当定位并与适合的市场细分策略相互融合”（1982年，第79页）STP模型的第二个步骤是目标市场的选择，定位评估在细分过程中起决定性作用，其中商圈的目标是公司应该竞争的各个环节。
（弗里德曼和莱辛1987年）。
这项评估主要是基于本部门的整体经济吸引力以及公司的目标和公司资源状况（科特勒2003）。
更具体的说，在评估环节中，重点是细分的大小，所需资源渗透到公司的长处和短处，替代品纯在和内部和外部的产品类别（波特1980）。
在一般情况下，一个品牌能以最好的方式得到满足，营销人员是细分的重要关注环节（科特勒2003）。
品牌营销(中英文)
品牌营销（中英）-译国译民翻译公司Brand Strategy ResearchKapferer,J.HAvailable online 11 June 2010Economic globalization, how to adapt to international trends,establish,a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago, I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker 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 to think deeply about our nation ? To make the internanational route andwhether the enterprise of “Japanese Company” to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous “flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war; just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited. Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent 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 econonomic construction has made remarkable achievements. From a planned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the efforts, policies measures have greatly enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening. National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE” named for the Chinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shake However, we should also see the face of numerous products on the market, allows consumers blurted out genuinely few domestic brands. With the opening up further, to a number of big companies have to squeeze into the Chinese market, Chinese market, a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz” and various other international brands, many of these names foreign brands violently hitting the nationalbrand in China. Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well, but with the “Sony”, “Panasonic”“Samsung” and other brands, they are still there competitive disadvangtage;in the IT industry, “Lenovo”，“Founder”，“Great Wall” and other countries compared to ,brand awareness is still insufficient; in Consumer Goods market,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors. Currently, Chinese brands have a huge international marker opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves: there is a lace of technology development, brand competitiveness is not strong; brand personality, lack of innovation and development capacity; small-scale production and management, brand development lack of overall planning; ability of weak exports and international operations, Brand awareness is not strong; brand positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms need to be improved, policies and regulations support the need to further strength en the country’s industrial policy, export-oriented policies for different sectors play different role in the country’s industrial policy, export-oriented policies for different sectors play different role in the promotion and limitation, the financial environment for business investment capacity and market expansion ability and the important influence. The establishment of market system in China has for many years, despite a significant improvement but still not perfect, her still has not really adapt to the market economy, consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupation of the international market. it is no exaggeration to say that now, the brand has achieved global strategic objectives of transnational corporations sharpweapon, is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point, attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The implementation of brand strategy is to rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors: If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only; Advertising is the only way to 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 to 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 persent more than 20 million “three capital”enterprises,there 90% of the joint venture using the foreign brands; clean silver toothpaste factory in Ghuangzhou to 2 million Yuan cheap to transfer to joint ventures and other brands, is one such outstanding example of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable, real and lasting competitive advantage comes from innovation, in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand-name“dismount”the major reason. Coca-Cola’s former chief marketing officer Sergio Zyman,“the brand is only the company logo products andservices are different from competitors, is the most effective weapon to open up the market, excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, 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 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 cor pirate restructuring and reallocation of resources an important mechanism.In addition, enterprises should learn from successful exiperiences abroad to enhance their design and development capability. Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales, personal services are indispensable!2.To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolate task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing, related to business management of all major strategic decision, these major strategic decision, these major strategic decisions were consciously carried out around to expand.外文翻译：企业品牌战略研究卡普费雷尔，J.H2010年6月11日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。
营销策略：品牌定位与市场传播
营销策略：品牌定位与市场传播1. 品牌定位的重要性品牌定位是企业在市场中建立和树立自己独特形象的过程，是营销策略中至关重要的一环。
一个正确而清晰的品牌定位可以帮助企业在竞争激烈的市场中脱颖而出，吸引目标客户群体。
2. 品牌定位的步骤2.1 定义目标市场首先，企业需要明确自己的目标市场是谁。
通过研究和分析潜在客户群体的特征、需求和偏好，确定最有可能购买产品或服务的人群。
2.2 确定竞争优势其次，企业需要确定自己与竞争对手相比的优势，即Unique Selling Proposition (USP)。
这可以是产品质量、价格、创新性等方面。
找到这一竞争优势可以帮助企业明确自己在市场中的位置。
2.3 定义品牌个性和价值观多数消费者不仅仅看重产品或服务本身，还会考虑背后品牌所代表的价值观和个性。
因此，企业需要明确自己的品牌个性和核心价值观，并与目标客户群体的价值观相契合。
2.4 制定品牌定位语品牌定位语是通过简洁而独特的语言表达企业的关键信息和卖点。
比如，“Just Do It”是耐克的品牌定位语，准确地传递出他们的激情、冒险以及突破极限的精神。
3. 市场传播策略市场传播是指将企业品牌和产品信息传达给目标客户群体，激发他们对产品或服务的兴趣并促使购买行为。
以下是一些常见的市场传播策略：3.1 广告广告是一种常用且有效的市场传播方式，可以通过媒体渠道将品牌和产品信息呈现给大众。
不同类型的媒体如电视、报纸、杂志等可以有针对性地选择，以便更好地接触到目标客户群体。
3.2 公关活动公关活动包括新闻发布会、赞助事件、社交媒体推广等，旨在增加企业品牌曝光度和美誉度。
通过在媒体、社交平台等渠道上被广泛报道，企业可以提高品牌知名度和形象。
3.3 数字营销数字营销利用互联网和移动设备技术，通过搜索引擎优化（SEO）、内容营销、社交媒体推广等方式，将品牌和产品信息精准地传递给目标客户群体，并激发他们参与和购买行为。
3.4 口碑营销口碑营销强调消费者间的口口相传。
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整合营销传播、市场定位与品牌定位的关系市场关系在建立和维护股东关系上起着至观重要的作用，并且在品牌和渠道公平性上也起着维护这些关系的杠杆作用(Dawar 2004；Duncan＆Moriarty 1998；Lannon ＆Cooper 1983；Srivastava Fahey＆Shervani 2000；White 1999)。
正如Dawar 指出的：“品牌的广告和推动促使了交易和销售的数量；营销的努力和成果取决于品牌的水平；而品牌对于公司对短期竞争变化的回应是很关键的。
很显然，品牌已经成为许多大公司市场努力的焦点，并且被视为一支市场支配力的独有资源，有竞争力的杠杆和更高的回报。
为了响应建立在品牌公正性上敌对市场环境的影响，以及与市场行为和责任相联系的日益增长的管理期望值，许多机构正在考虑如何改善管理方式及他们的市场关系项目的整合，从而运用了IMC----整合营销传播。
然而，不少人围绕着IMC的定义引起了争论，在它的意思上缺乏相互的共识，包括许多需要澄清的领域(Baker ＆Mitchell ，2000；Beard 1996；Cornelissen 2001；Duncan ＆Mulhern 2004；Kitchen ＆Schultz 1999；Low 2000；Phelps 1996)。
这种概念的模糊很可能对操作标准的发展和机构里对IMC的评估产生很大的影响。
的确，Pickton 和Hartley(1998, p. 450)逐渐意识到来自于客户编审组的回馈是具有积极性和建设性的。
这个编审组由Tom Duncan, Don E. Schultz和Charles Patti组成，还有两个匿名的评论家。
其声明道：“朝着一个大方向去定义，集合所有机构所需的影响去获得概念的总体整合是非常困难的。
但因为存在不同层次和方面的整合，造成了个人和集体的困难。
为了实现这一点，IMC需要整个组织和首席执行下代理们的参与。
它需要从最高的公司战略水平和每天个人战略活动实施的全盘考虑。
认识到这个复杂性，这篇论文尝试着去解释IMC在机构中的角色。
这篇论文也试着去描述或建立IMC、市场导向和一个浮现出的品牌方向的概念之间的关系，通过建议市场导向和品牌方向是成功的IMC所必备的条件。
我们所能接受的是把IMC 构思成两个不同的层次，即战略上或战术上的；尽管如此，我们将重点强调IMC 的战略组成部分，因为随着时间的流逝它比较重视设计品牌时文化和知识性的需求。
这篇论文认识到了从IMC到市场定位和品牌定位之间的补充，以及通过建立品牌资产，如何处理每一个关键方面取得竞争优势。
简略说来，市场导向代表了机构的文化通过市场概念的获取以及潜在市场导向的营销观念与制度和程序(Harris，1998)。
品牌导向代表了功能化或者聚焦在品牌上的业务单位以及品牌策略，如支持强大客户群体和股东的关系不管其是否在公司或者产品水准，或者成为一项服务或者是一件人造的商品(Bridson ＆Evans ，2004)。
IMC在第十二期的广告周刊上的模型代表了整合市场营销信息传达的发展，目的是为了获取一定的品牌和信息传达的目标，以及提供了品牌策略和行动的桥梁，采取这样的行动是为了建立所需的顾客和股东之间的关系。
为了达到这个目的，IMC利用文化倾向使大家共同合作，为了设计信息和媒体策略，支撑起机构的市场和顾客感知机制。
而且，为了传达任务的实现，它采用了一种广泛的零基点渠道去选择合适的工具。
同时，通过学习以市场和品牌导向机构的机制，发现其亦与品牌及目标市场的历史相关(Stewart ，1996)。
整合营销传播的概念和尺度在整合营销传播的最新的领域(Duncan ＆Mulhern ，2004)认为领域的范围是逐步扩大的，并且本身的概念和进程也在不断进化。
同时，在领域内也存在这争论：整合营销传播究竟通常被认为是一种哲学理论还是一种对建立知名品牌有所帮助的一种与管理策略相关的过程。
在努力得出结论并有所成就的尝试中，整合营销传播过程的管理者很有可能在协同工作方面借鉴文化的诱因，从而在组织的市场、顾客之间建立杠杆，进一步区分信息和媒体战略，并且运用正式的途径来选择编导沟通工作所需的适当的工具。
伴随着进一步讨论和发展的整合营销的概念，（Kitchen Joanne＆Tao ，2004)认为整合营销是近十年内最重要的沟通领域的发展，这是一个潜在的竞争优势。
据说，整合营销传播的力量在对其他公司的吸引力上能够产生影响的市场沟通环境、顾客之间的杠杆方面已经遭遇了一些变化。
（Kitchen Joanne＆Tao ，2004)也认为整合营销传播似乎正在经历或者已经经历了关于其意义所在和目的的有一定价值的争论，并且这在努力使自身与其他的营销方面的概念相区别，诸如整合营销、CRM（客户关系管理）、市场细分之类。
从（Kitchen Joanne ＆Tao ，2004)的观点来看，整合营销传播应当被看作是能够促进管理沟通的新的管理模式。
整合营销沟通的中心是建立顾客和顾客兴趣并架起两者之间的关系。
这种关系定位在联系整合营销和一对一市场与客户关系管理，促使管理者们向即传统又崭新的市场营销方法的整合、测评、责任发起挑战。
(Baker ＆Mitchell ，2000)。
在对顾客导向沟通概念进一步延伸的过程中，管理者们必须意识到一旦整合营销传播向组织提供更有优势的市场优点，这一定是市场驱动的，但如果不是这种情况，也不排除市场驱动的可能。
(Carrillat Jaramillo＆Locander，2004；Duncan ＆Mulhern 2004；Jaworski, Kohli＆Sahay ，2000)。
整合营销传播的定义与哲学理论自从九十年代第一次对整合营销传播作出了下定义的尝试之后，整合营销传播的概念大量涌现，并在相关文献中较为详细地有所体现(Duncan ，2002；Gould，2004;；Kitchen Joanne＆Tao，2004;；Kliatchko ，2005）。
以Duncan为代表的观点认为：整合营销传播应被看作是能够推动品牌价值的客户关系管理过程。
更详细地说，这是一个建立和滋补顾客和其他股份持有者利益关系的跨职能过程，主要的方法是通过策略性地控制或影响所有讯息资料,并鼓励带动这些集团。
为表示概念和理论不断发展，一项有关整合营销传播的最新研究认为整合营销传播应作到以下两点：更具有战略性：不仅仅只是关于广告和销售促进的信息。
结论通过讨论，我们尝试着补充在IMC，市场定位和品牌定位向之间的关系。
值得一提的是，对于每一个概念，它们都有自己特殊的反映，但同时，它们又共同的为它们之间的关系提供了详细的描述和深刻的理解。
对于许多的组织机构关键的问题在于：人们还没有严肃认真的对待它们的增长，因为，对于补充的宣传也是非常的重要的。
对于定位在低消费的市场的机构，由于它们所关注的是消费者本身和同等功能的文化传承，在这种情况下，要试图发展IMC是不太可能成功的。
这是因为通过功能，部门，SBUs（交易策略单位），或者是供应商和其它管理部门之间合作的文化基础并不存在。
沿着同一条讨论的主线，我们深信，只要品牌定位一低，就意味着合作分享和品牌定义以及视角也随之降低，在试图介绍IMC的时候，也不会有当MO和BO同时存在时那样的成功。
管理人员了解并也接受这样一个道理，那就是对于综合的形成是相当困难的，因为要将从安逸的地方迁移过来的人们团结起来并且形成一定的地位是相当困难的，同时人们也知道，在大多数的单位实行的奖励制度并不是奖励那些合作的人的（而实际上往往是奖励那些具有竞争和小范围利益的团体）。
有一些克服这种不良取向，并建立强代的市场定位和品牌定位的方法。
这需要建立良好的文化氛围，同时鼓励那些进行合作的单位，这对于IMC的补充是相当有意义的帮助。
从这篇论文中得到的模型知道，IMC能够使一些团体积极地合作。
同时也知道，IMC也许是市场取向和品牌取向之间的中间体，或者IMC是品牌取向和表现形式的中间体，更或者是上述两种的综合体。
这个概念为我们对IMC在不同表现形式提供了深刻的理解。
最后，在这篇文章里面我们形成了概念化的理论模型。
市场取向的标准已经行成了有十年了，也渐渐的被人们所接受，但品牌取向的标准也缓慢的被人们所接受，但还仍处于发展的早期阶段。
文章中所提到的标准已经被一些研究人员用于实践考察，在可行性上认为是没有什么特殊问题的。
这个模型的最大困难是充分掌握IMC 发展的标准尺度和如何将它于合适的外部表现标准联系起来。
Duncan和Moriarty(1997)DE迷你型IMC存在工具证明了它对于测试它们的关系和它的出发点是一样的。
模型（结构平衡模型）也全面的证实了数据的分析通过IMC 很好的将市场定位和品牌定位和IMC 外部的表现形式之间直接的见解的关系全面的建立了起来。
而IMC的使用价值也将会在越来越清晰的IMC和其它市场概念和消费者，品牌平很和市场表现的关系中体现出来。
THE RELATIONSHIP BETWEEN INTEGRATED MARKETING COMMUNICATION , MARKET ORIENTATION AND BRAND ORIENTATION.Mike Reid, Sandra Luxton, and Felix Mavondo.Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging these relationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani 2000;White 1999). As Dawar states: “Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm’s responses to shortterm competitive moves. In effect, brands have become the focal point of many a company’s marketing efforts and are seen as a source of market power, competitive leverage and higher returns” (2004, p. 31).In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication(IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000;Phelps 1996).This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450).The authors gratefully acknowledge the positive and constructive feedback from the guest editorial team—Tom Duncan, Don E. Schultz, and Charles Patti—and from two anonymous reviewers. state: “It is very difficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration.There are many levels and dimensions to integration which all pose their individual and collective difficulties.To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity.”In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC,market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantagethrough building brand equity.Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems and processes that underlie being market oriented (Harris, 1998). Brand orientation represents the functional orbusiness-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this 12 The Journal of Advertising model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).In justifying and presenting our model, we first present a background to the IMC, MO, and BO concepts, highlighting various approaches to conceptualizing IMC and the linkages to MO and BO. We then present a model that illustrates the testable relationships between market orientation, brand orientation, and IMC, as well as the linkages to performance outcomes. Finally, we discuss the managerial and research implications of this paper.THE CONCEPT AND DIMENSIONS OF IMCIn a recent white paper on IMC (Duncan and Mulhern 2004),it was stated that its scope was expanding and the concept and process were still evolving. It was also argued that IMC is generally considered to be a philosophy or process related to strategically managing all brand messages in a way that contributes to the building of strong brands. In attempting to achieve this aim, managers of the IMC process are likely to draw on the cultural predisposition to work cooperatively,leverage the market- and customer-sensing mechanisms of the organization to devise message and media strategies, and adopt an informed approach to choosing and orchestrating the right tools for the communication task.In furthering the debate and development of the IMC concept,Kitchen, Joanne, and Tao (2004) suggest that IMC is the major communications development of the last decade, and that it is a potential driver of competitive advantage. The power of IMC is said to counter a range of changes in the marketing communication environment that are having an impact on the ability of companies to attract, retain, and leverage customers. Kitchen, Joanne, and Tao (2004) also argue that IMC seems to have passed through, and is still passing through, significant debate over its meaning and purpose, and that it is struggling to emerge and distinguish itself from other marketing concepts such as integrated marketing, CRM(customer relationship management), and marketorient ation.From Kitchen, Joanne, and Tao’s (2004) perspective, IMC needs to be seen as a new paradigm that will facilitate the management of marketing communication.IMC is centered on building and leveraging customer and consumer interests and relationships.This relationship orientation ties IMC to one-to-one marketing and CRM, and challenges managers to deal with the integration, alignment, measurement, and accountability of both traditional and new interactive marketing approaches (Baker and Mitchell 2000).In further extending this notion of customer-oriented communication, managers must realize that as long as IMC provides the organization with a superior market advantage, on occasions, it can be a market driver, and on others, it may be market driven (Carrillat, Jaramillo, and Locander 2004;Duncan and Mulhern 2004; Jaworski, Kohli, and Sahay 2000).Defining IMC and PhilosophySince initial attempts to define IMC in the early 1990s, an abundance of definitions have emerged, and have been discussed in detail in many recent papers (Duncan 2002; Gould 2004; Kitchen, Joanne, and Tao 2004; Kliatchko 2005). In Duncan’s representation, IMC is seen as “a process for managing the customer relationships that drive brand value. More specifically, it is a cross-functional process for creating and nourishing profitable relationships with customers and other stakeholders by strategically controlling or influencing all messages sent to these groups and encouraging data driven, purposeful dialogue with them” (2002, p. 8). As an indication of ongoing conceptual and theoretical development,a recent IMC white paper suggested that IMC should• be more strategic than executional,• be about more than just advertising and salespromotion messages,Conclusion: MANAGERIAL AND RESEARCH IMPLICATIONSThroughout the discussion, we have attempted to show the complementarities between IMC, market orientation, and brand orientation. We have emphasized that each concept reflects specific emphasis, but collectively, they provide a rich description and complex insight into the relationship. For most organizations, the issue of what is an antecedent to what does not seriously arise, because it is the exploitation of the complementarities that is more important. However, for organizations with low market orientation, in this case, the cultural context for interfunctional coordination and focusing on customers, attempts to develop IMC may not succeed. This is because the cultural foundation for cooperation across functions, departments, and SBUs (strategic business units), or with suppliers and other stakeholders, may not exist. Along the same line of argument, we believe that where brand orientation is low, implying low sharing of corporate or brand identity and vision, attempts at introducing IMC may not be as successful as when both MO and BO are adequately developed. The arguments presented in this study have implications Winter 2005 21 for managers. It is known and accepted that any form of integration is generally difficult. This is because efforts to integrate move people out of their comfort zones and threaten the status quo. It is also known that the reward systems in most organizations are not designed to reward cooperation (in fact, more often, organizations encourage competition and parochial interests). Some approaches to overcome this include building a strong market orientation and building a strong brand orientation. This allows for setting a positive cultural environment and will encourage routine cooperation, which will significantly assist in the implementation of IMC. From the model developed in this paper, there is a suggestion that IMC is positively associated with someperformance metrics.There is also the suggestion that perhaps IMC mediates the relationship between market orientation and performance, or that IMC mediates the relationship between brand orientation and performance, or both. This conceptualization providesa rich insight into how IMC might be linked to various performance measures.Finally, we see the conceptual model presented in the paper as being imminently testable. The measures of market orientation have been around for over a decade and are becoming well accepted. The measures of brand orientation are slowly becoming acceptable, although still at an early stage of development. The performance measures suggested in the study have been empirically tested by other researchers and present no special problems with operationalization. The most difficult part of the model relates to the development of scales that adequately capture the essence of the IMC process and can link to the appropriate external performance measures. The use of existing instruments such as Duncan and Moriarty’s (1997) IMC miniaudit may prove useful as a starting point for testing these relationships. Overall, the data analysis implied by the model (structural equation modeling)is well established to provide direct, indirect, and total effects of the independent variables (MO and BO) through IMC, and the direct effects of IMC on external performance measures. The value of operationalizing this model will be seen through a clearer understanding of IMC’s relationship to other marketing concepts and to customer and brand equity and marketplace performance.。