品牌营销策略外文翻译参考文献
品牌营销策略外文文献
品牌营销策略外文文献Brand Marketing StrategyIntroductionBrand marketing is a crucial aspect of any business strategy as it helps create awareness, build loyalty, and differentiate a company's products or services from its competitors. This paper aims to discuss various brand marketing strategies and their importance in the global market.Importance of Brand MarketingBrand marketing plays a vital role in creating a positive perception of a brand in consumers' minds. It helps build trust, credibility, and loyalty among customers, leading to repeat purchases and brand advocacy. A strong brand also allows a company to command premium prices for its products or services and gives it a competitive advantage in the market.Brand Positioning StrategyBrand positioning is a crucial step in brand marketing strategy as it determines how a brand should be perceived in the market. It involves identifying the target audience, understanding their needs and preferences, and positioning the brand in a way that resonates with them. This can be achieved through effective communication, advertising, and branding activities.Brand Differentiation StrategyBrand differentiation is an essential aspect of brand marketing, especially in highly competitive markets. It involves highlighting the unique features, benefits, or values of a brand that set it apart from its competitors. This can be done through product innovation, superior quality, excellent customer service, or a unique brand personality.Brand Extension StrategyBrand extension is a strategy where a company uses its established brand name to launch new products or enter new markets. This strategy leverages the existing brand equity to gain a competitive advantage and reduce the risk associated with introducing new products or entering new markets. However, it is important to ensure that the brand extension aligns with the brand's core values and does not dilute its equity.Digital Marketing StrategyWith the advent of the internet and social media, digital marketing has become an integral part of brand marketing strategy. It helps businesses reach a wider audience, engage with customers in real-time, and build an online brand presence. Digital marketing activities include search engine optimization (SEO), social media marketing, content marketing, influencer marketing, email marketing, and paid advertising.Customer Relationship Management StrategyBuilding strong relationships with customers is essential for long-term success and brand loyalty. Customer relationship management (CRM) strategy involves collecting and analyzing customer data to understand their preferences, needs, and behaviors. This information can then be used to personalize marketing communications, offer tailored products or services, and provide excellent customer service.ConclusionIn conclusion, brand marketing plays a crucial role in the global market as it helps create awareness, build loyalty, and differentiate a brand from its competitors. Various brand marketing strategies, such as brand positioning, differentiation, extension, digital marketing, and customer relationship management, can be used to achieve these objectives. It is essential for businesses to continuously evaluate and adapt their brand marketing strategies to stay competitive and meet evolving customer preferences.。
英文文献及翻译企业品牌战略研究
企业品牌战略问题研究原文来源：Kapferer, J. H Strategic Brand Management[J]. Kogan Page，London.译为正文：在经济全世界化的今天，如何适应国际化潮流，成立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略进展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。
企业需要综合运用多种竞争手腕提高品牌意识，弄好品牌定位，塑造良好品牌形象。
一、日系品牌全线溃败2006年11月22日上午，NEC宣布将退出2G及电话市场，这意味着继夏普、松下、东芝、三菱、三洋以后又一家日本电话厂商退出中国市场，日系电话除京瓷外几乎全数退出中国2G电话市场的争夺。
若是咱们今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁华已经渐行渐远。
对于日系电话溃退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反映速度慢，与中国市场现实格格不入，难以适应快速转变的中国市场；二是市场营销能力弱，产品计划能力不强，很难按照自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法知足中国市场的需求；三是未能把握住产业转型最佳机会，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是不是引发咱们民族企业的沉思？欲走国际化线路的企业又是不是从“日系企业”的背后吸取到了教训？二、我国企业实施品牌战略的现状分析1.众多旧日名牌“好景不常”中外企业在中国市场上的品牌大战，使方才成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即便残留下来的也是惨淡经营，真正进展起来的极为有限。
这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。
品牌管理参考文献及外文文献翻译-英语论文
品牌管理参考文献及外文文献翻译-英语论文品牌管理参考文献及外文文献翻译参考文献[1] (美国)迈克尔.R.所罗门. 消费者行为学[M] . 经济科学出版社,2002. [2] 陈艳. 名牌战略及实施[J] . 商业研究,2005(1).[3] 雷平. 我国实施名牌战略过程中的难点及对策思考[J] . 商业研究,2004(5).[4] 蔡凯龙. 创名牌更要保名牌[J] . 经营管理者,2003(5). [5] 安进. 塑造品牌[M] . 山西:山西经济出版社,1999.[6] Michael Armstrong : Makeing The Brand[M] . English EconomicalPublishing House, 2005.[7] 朱方明. 品牌促销[M] . 中国经济出版社,2003(1).[8] Paul Temporal : How Does The Brand Develop[M] . Journal ofAppliedEconomics , 2003[9] 西荛. 品牌的动态策划[J] . 品牌策划新主张,2002(1). [10] 张续焦,帅建淮. 成功的品牌管理[M] . 北京:中国物价出版社,2002. [11] 李芳. 名牌战略与创新[J] . 中国名牌,2005(9).本文源自六维论文网 [12] 孙立平. 中国企业品牌战略的制胜之道[J] . 决策探索,2004(2). [13] 叶明海. 品牌创新与品牌营销[M] . 河北:河北人民出版社,2003:15-18,31. [14] 王二院,如何演绎品牌[J] .中国名牌,2003(1).[15] DEL.J.Hawkins : Consumer Behavior[M] . MCGraw-Hill , 2002.[16] Phillip Kotler : Marketing Management[M] . Printice-hall , 2004.绪论新经济时代的大型企业面临的最主要问题是如何建立和管理企业的品牌。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译……………………………………………………………………….………… 1 摘要…………………………………………………………………………….……………… 1 1. 品牌战略内涵与其功能意义…………………………………………..….….….………2 2. 我国企业品牌发展概况………………………………………………….….…...……．…3 2.1 国内品牌与国外品牌相比存在着很大的差距……………………….….…………3 2.2 品牌发展缺乏整体规划 (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择………………………………………………………….……．……..6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力………………………….….…6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚 (6)3.3 遵循品牌设计规律注重品牌形象……………………………………………....…7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations ofthe functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy exist. BrandMistakes …………………………………..……….14 3strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve thecompetitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to参考文献 1 年小brand competition (17)山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎.品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄:河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M .杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. TheProfitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，MarketersDiscover What Quality Pearly MeanM . Business Marketin61987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
品牌营销策略参考文献
品牌营销策略参考文献《品牌营销策略参考文献》品牌营销是企业推广产品和服务的重要手段，而制定有效的品牌营销策略对企业的发展至关重要。
在这方面，有很多值得参考的文献可以帮助企业制定出更加有效的品牌营销策略。
以下是一些值得参考的文献：1. Keller, Kevin Lane. "Strategic brand management: Building, measuring, and managing brand equity." Pearson Education India, 2015. 该书是品牌管理领域的经典之作，在全球范围内受到广泛认可。
它详细讲解了如何构建、衡量和管理品牌资产，是制定品牌营销策略的重要参考文献。
2. Aaker, David A. "Building strong brands." Simon and Schuster, 2010. 该书探讨了如何建立和维护强大的品牌，通过研究成功品牌案例和理论框架，为企业提供了建立品牌营销策略的重要参考。
3. Fournier, Susan, and David Glen Mick. "Rediscovering satisfaction." Journal of marketing 63, no. 4 (1999): 5-23. 该文献对品牌满意度进行了深入研究，帮助企业了解消费者对品牌的认知和情感，并提出了一些提高品牌满意度的策略，对企业制定品牌营销策略具有重要参考价值。
4. Kapferer, Jean-No ël. "The new strategic brand management: Creating and sustaining brand equity long term." Kogan Page Publishers, 2012. 该书与品牌管理的新趋势和挑战进行了深入分析，为企业制定长期品牌营销策略提供了重要的参考。
品牌营销策略外文翻译文献
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
营销策略英文参考文献
营销策略英文参考文献以下是一些关于营销策略的英文参考文献:1. Kotler, P., & Armstrong, G. (2016). Principles of Marketing. Pearson Education.这本书是市场营销领域的经典教材，对于营销策略有较为全面的介绍。
2. Porter, M. E. (2008). Competitive strategy. Simon and Schuster.这本书是经典的竞争战略著作，提供了许多关于企业如何制定和实施营销策略的思考。
3. Ries, A., & Trout, J. (2001). Positioning: The battle for your mind. McGraw-Hill Education.这本书介绍了定位战略的重要性，并提供了一些实用的方法和案例来指导企业实施营销策略。
4. Aaker, D. A. (1996). Building strong brands. Simon and Schuster.这本书重点介绍了品牌营销策略，并提供了许多有关如何打造和管理品牌的实践方法。
5. Duncan, T., & Moriarty, S. (1998). A communication-based marketing model for managing relationships. Journal of Marketing, 62(2), 1-13.这篇文章提出了一种基于沟通的营销模型，强调了营销策略在建立和管理关系方面的重要性。
这些参考文献涵盖了营销策略的不同方面，从市场定位到品牌建设，以及关系营销等。
阅读这些文献可以帮助你深入了解营销策略的理论和实践。
营销策略业务英文文献及翻译
营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。
品牌营销外文翻译
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 awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electronics bran d.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appli ance 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 other1countries 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 erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporations sharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning andword文档可自由复制编辑strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the forei gn brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competiti ve advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market is constrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched3product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategic decision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.word文档可自由复制编辑外文翻译：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。
关于运动品牌营销的国外文献
关于运动品牌营销的国外文献以下是一些关于运动品牌营销的国外文献：1. Agha, N. H., & Das, G. (2016). The strategic use of brand equity dimension choices: An empirical examination of Nike’s brand extensions. Journal of Product & Brand Management, 25(5), 418-431.2. Coyle, J. R., & Mohammad, S. I. (2016). The influence of social media on consumer brand loyalty: An empirical study of sports brands. International Journal of Sport Management, Recreation & Tourism, 6(1), 19-36.3. Dedehayir, O., & Özturkcan, S. (2017). A framework for analyzing corporate reputation in supplier-buyer relationships: The case of Nike’s supply chain. Industrial Marketing Management, 61, 174-184.4. Hwang, Y., & Lee, H. (2017). Sports sponsorship as a brand positioning strategy: An empirical examination of N ike’s brand in Korea. The International Journal of Knowledge, Culture, and Change Management, 17(9), 155-171.5. Kim, B., & Kim, K. (2018). Strategic use of social media for brand loyalty in sports marketing. International Journal of Sports Marketing and Sponsorship, 19(2), 243-261.这些国外文献提供了关于运动品牌如Nike在品牌扩展、社交媒体营销、供应链管理和品牌忠诚度等方面的营销实践和研究结果。
企业品牌战略研究外文文献及中文翻译
附件1：外文译文企业品牌战略研究在经济全球化的今天,如何适应国际化潮流,建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手,探讨了品牌战略在企业营销中的作用.企业需要综合运用多种竞争手段提高品意，搞好品牌定位,塑造良好品牌形象。
一、日系品牌全线崩溃2006年11月22日上午,NEC宣布将推出2G及2.5G手机市场,这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是,日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点:一是企业制度呆板,决策困难，反应速度慢，与另市场现实格格不入,难以适应快速变化的中国市场；二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一,众多昔日名牌“昙花一现”。
中外企业在市场上的品牌大战,使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌,不是被抢注商标，就是被收购、挤垮,即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例,上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购,其后的品牌形象就一再下滑。
第二，品牌战略已日渐引起国内企业重视，政府的扶持。
自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就,从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
企业品牌战略研究外文文献及中文翻译.doc
企业品牌战略研究外文文献及中文翻译..附件1：外文译文企业品牌战略研究在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。
企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。
一、日系品牌全线崩溃XXXX年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一，众多昔日名牌“昙花一现”。
中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。
这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。
第二，品牌战略已日渐引起国内企业重视，政府的扶持。
自上世纪80年代改革以来，我国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。
品牌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。
营销渠道和广告策略外文文献资料
营销渠道和广告策略外文文献资料以下是一些关于营销渠道和广告策略的外文资料：1. The Impact of Marketing Channel Strategy on Firm PerformanceThis study examines the impact of marketing channel strategy on firm performance. It analyzes the findings based on two kinds of channel strategies: direct selling and dual distribution. The results show that direct selling improves firm performance, but dual distribution does not have an impact.3. An Analysis of Online Marketing Channel Strategies: Evidence from Social MediaThis paper analyzes online marketing channel strategies, using social media as a case study. It discusses different channel strategies, including owned, earned, and paid media, and their effectiveness in reaching target customers.4. The Impact of Social Media Marketing on Brand Loyalty以上资料提供了关于营销渠道和广告策略的一些有价值的见解和策略，有助于了解不同渠道策略的影响和发展趋势。
绿色品牌营销策略外文翻译文献
文献信息：文献标题：Brand strategies in the era of sustainability（在可持续发展时代的品牌策略）国外作者：Aleksandar Grubor，Olja Milovanov文献出处：《Interdisciplinary Description of Complex Systems》,2017, 15(1):78-88.字数统计：英文2474单词，14231字符；中文4538汉字外文文献：Brand strategies in the era of sustainability Abstract Today, brands are powerful instruments of change. They are tightly connected with consumers all over the world and profoundly incorporated into their everyday life and choices they made. Consumers indicate with brands they love and strongly advocate the ideas that are embedded in their philosophy and image. Consequently, companies that own successful brands, which are followed by large group of loyal consumers, have the power to generate modification and even complete shift in consumers’ lifestyle, value system, attitudes and behavior. Accordingly, environmentally friendly brands are inevitable element of sustainable marketing strategy and sustainability concept, given that its implementation requires changes that will trigger mass rather than individuals. However, regardless of positive opinion about socially responsible practice on the market, attitude – behavior gap is widely present among consumers, making segment of green consumers just a market niche. Thus, the most challenging task for marketing and brand managers is to find interest for consumers in a sustainable way of life and to make it easy accessible and attractive for them. This article aims to highlight the leading role of sustainability in branding theory and practice and to point out strategies for successful implementation of green values into the brand management, with an accent on brand equity construct, relying on the results of research and analysis in the given field.Key words: brand management, green branding, sustainability, sustainable development, sustainable marketingINTRODUCTIONEven though sustainability topics have been preoccupying attention of policy makers for few decades, in 21st century it has become mainstream issue. Side effects of the climate change are visible more than ever, and therefore the completely new dimension of the practical implementation of sustainable development into regular business practice is requested. In the near future, traditional sourcing and selling will be marginalized, and thus, being on sustainable pathway will be the main qualification for staying in business.Sustainable strategy demands holistic transformation of business model and synergetic approach; in other words, engagement of multiple stakeholders around a common goal, with the accent on consumer, as the one who makes the final decision whether specific business model will or will not be accepted. Given that marketing discipline has consumers in the center of its philosophy and marketplace as the main playground; and that it has often been accused for creation of uncontrolled consumption of planet resources, marketing managers’ responsibility in this sense is the greatest. Accordingly, with the evolution of marketing, especially the green marketing, each aspect of marketing mix has been improved. Green marketing encompasses all marketing activities with the aim to stimulate and sustain environmentally-friendly attitudes and behavior of consumers.Branding area, through which companies achieve the highest level of interaction with consumers and as a central element of a supplier’s proposition, has arisen as the most influential part of sustainable marketing strategy. Loyal consumers are the driving force of brands as an asset, so they can also be a trigger for enlarging a group of environmentally conscious consumers, who are willing to adopt and advocate philosophy of the favorite brands. In words of Gordon, “once a majority embraces an idea it becomes an unstoppable force”, which is the ultimate goal pursued by green movement. In the essence of this idea is what Schultz and Block call “sustainablebrand growth” or the rise in brand value “created by existing loyal customers who encourage other customers to become users and eventually loyal to the brand”. Evidently, adoption of sustainable attitudes and behaviors through sustainable brands usage have the power to initiate deeper changes in peoples’ lives, and ensure the balance between multiple interests of three usually opposed sides -consumers, companies and society.In academic literature, investigation in field of green branding and sustainable strategy effects on brand equity is modest. Accordingly, the goal of this article is to provide an insight into sustainable branding, highlight its importance and role in strengthening brand equity, and analyze strategies for implementation of sustainable principles into the brand concept. The article is structured in accordance with the stated objectives. The main method used for addressing the goal is detailed examination of the results of research and analysis conducted by various researches in the given field in last few years.SUSTAINABILITY AND BRANDINGAccording to Gabriela Alvarez from Latitude Switzerland, “sustainability is not a one-for-all model. It is about collaborating, learning, creating, implementing, assessing and constantly evolving.”. Addressing sustainability as a “real marketing topic” demands entering into the substance of and considering a few facts. At first, this means considering sustainability as a process that is integrated in all companies’ processes, with the aim of successful holistic adoption of sustainable principles. Besides, “sustainability calls for new guidelines”, which means working together is a new mantra that puts stakeholders in position to develop common language, trust and shared vision with all partners. Managing sustainability requires a new sort of knowledge, capable of providing transparent business activities and processes with clear communication and without incorrect claims, which could be slippery area. Finally, taking sustainable projects should be a result of observing and listening market trends, nature and society needs rather than action forced by environment and society current issues, and all those actions and investments should be measured,testified, analysed, improved and justified through the change of consumer perception, society welfare, company’s reputation etc.Brand is a unique blend of functional and emotional characteristic perceived by consumers as an additional value, unique experience and fulfilled promise. It has a symbolic value different from everything that is available in reality, and ability to represent interests that go beyond the brand itself. For the company, it is the core strategic resource and most powerful invaluable asset .In recent years consumer interest in environment-friendly alternatives has risen dramatically, and so their expectations of brands. Even though the attitude-behavior gap, described as the inconsistency between consumers attitudes and actual buying behavior, is identified in many studies, sustainable attributes are becoming increasingly important in a brand valuation. Linking brand performance and image with sustainability concerns is becoming leading way for differentiation. Thus, brand management emerges as a focal and even more dynamic business process with sustainability in the center of its philosophy, and main initiator of traditional brand management theory and practice shift.Terms “sustainable” and “green” are usually used as synonyms in literature. In this sense, green brands attributes are “ecological” - minimizing the negative impact on natural environment, “equitable” – prevent the marketing promotion of unsustainable social practices, and “economic” – encouraging long-term economic development through brand.Brands defer from each other by the degree of integrated green issues. Therefore, there are three categories of “greenness”: 1) green as core value, 2) green integrated in core values, and 3) green values as the guarantee. The other classification, by Landor Associates, Newsweek, and Penn Schoen Berland, indicated four groups of green brands in :1.) Unsung Heroes – brands that conduct strong green practice, but with insignificant public awareness,2.) Free Passers – brands that conduct limited green practice, but with distant brand echo that drives green reputation,3.) Losers – brands that conduct limited green practice, with public recognition of the limitations,4.) Winners – brands that conduct strong green practice that is recognized in public.THE ROLE OF SUSTAINABILITY IN STRENGTHENING BRAND EQUITY Consumer green perceptions and preferences, companies’ sustainable practices and brand equity are strongly interrelated. Sustainability can bring deeper meaning to a brand image and consequently stronger emotional bonds and differentiation. Satisfied consumers are more favorable to those products and companies that fulfill their expectations, needs and desires. Moreover, sustainability enhance public recognition, competitive advantage and provide future financial health by reducing various possible risks. Given that “green corporate perception, eco-label, and green product value” significantly influence purchase decision, and that there are consumers who are willing to pay higher price for green brands, green branding is an important driver of brand equity.There are many studies referring to the link between sustainability and brand equity. For instance, the TANDBERG and Ipsos MORI survey confirmed the interdependence among corporate environmental responsibility, brand equity and competitive advantage, explaining that more than 50 % (1 billion) of consumers from their global survey claimed they would prefer to buy product from environmentally responsible company, while almost 80 % (700 million) of workers from the same survey stressed importance of working for environmentally ethical company. Similarly, Gidwani examined more than 1000 companies in 54 countries and showed that there is a strong correlation between brand strength and sustainable practice of a company, putting an accent on employees’ treatment and environmental policies, as the leading drivers of the correlation.As a result, many companies have appointed sustainability on their business agendas, with the twofold aim – making contribution to society and gaining financial profits and advantage over competition. However, the link between what companiesreally do in terms of sustainability and how consumers see it is often blurred and unclear. Interbrand’s annual Best Global Green Brands report indicated two types of gaps between corporation’s environmental practices and consumers’ perceptions – positive and negative – where the first one refers to higher sustainable performance than the perception of consumers of those practice really is, and vice versa (in the case of negative gap). The main reason for this inconsistency is consumer confusion compounded by “greenwashing” – the practice of misuse and forgery of the concept of sustainability, the green movement and manipulation in the field of ecology– that rises question of trust and confidence in the company and their products, and usually results with loss of will and enthusiasm of consumers to engage in eco-friendly behavior and waiting for someone else to fix the problem. In this respect, creating appropriate green brand strategies is required in order to reduce the gap and accelerate for large-scale adoption of sustainable behavior of all members of the community. Nonetheless, greening its strategy, companies and brands avoid the risk of obtaining disapproved outlook and unfavorable attitudes in consumers’ eyes.ESSENTIALS OF SUCCESSFUL SUSTAINABLE BRANDING STRATEGY In branding context, proper implementation of sustainability concept into society requires strong brands and comprehensive strategy. Best positioned and trustful brands are most inspirational, most influencing and with the ability to induce mass resonance and action. On the other hand, appropriate strategy maximizes brands’ impact, in best way fit “greenness” in consumers’ lifestyle and trigger not just green audience but has much wider extent. Likewise, it brings additional value to an individual and unequivocally inform consumers about all benefits of green brands purchase.Suitable sustainable branding strategy includes changes in various marketing strategy areas, such as product production, design, packaging and positioning, communication with target market, etc. Environmentally friendly materials, reduction of paper usage and carbon emissions, creating public awareness and actions toward waste reduction and educating people about sustainable products benefits all togetherincrease company strategy visibility and the chances for buying environmentally-friendly brands.Moreover, marketing strategy must be allied with overall business strategy. Environmental culture should permeate all organization sectors, which understand, collaborate and recognize importance of brand green orientation. This points out the significance of observing internal structures and all employees as the starting point in terms of education, support and proper implementation of sustainability concept. The best way for making brand ambassadors is creation of strong ties between a brand and both employees and consumers. However, the most challenging area in green branding is dealing with the gap between company’s performance and consumer perception. Thus, company’s performance should be demonstrated through clear explanation how organization source, produce, and distribute products and services in sustainable-responsible manner, while consumer perception should be built among key consumers through credible and permanent communication of crucial benefits of sustainable practices.Green branding is more than eco-labeling. Convincing and sound communication is essential for the process – familiarity with company’s vision and tangible action plan for making a change is the basis for motivation of consumers and reaching their minds and hearts. Emotional connection created through green positioning provide three different types of values for consumers: 1) “a feeling of well-being” – finding personal satisfaction in contribution to the “common good”; 2) “auto-expression benefits” – finding personal satisfaction in socially visible consumption and acquisition of environmentally conscious image; and 3) “nature-related benefits” – love toward nature as the main trigger for satisfaction.There are various criteria for establishing successful sustainable brand strategy, like uniqueness, innovativeness, co-creation of sustainable value, and accurate and clever communication. However, common thread that links all successful brands, regardless of whether they are green or conventional, is understanding “what matters to people in their lives, how and in what direction culture is changing, how to lead rather than follow and how to ‘walk the talk’ of brand integrity”, and those aremainstream rules for each successful brand strategy. In the era of environmental concern and sustainability on the top of business and society agendas, it is both an obligation and an opportunity for companies to enhance their brands’ performance and enlarge brand equity.CONCLUSIONThis article examines how branding theory and practice evolve in modern business environment where sustainability has been set as a major global issue. In this sense, strong brands have been seen as a powerful driver of changes towards sustainable behaviour patterns of both companies and consumers. However, fitting internal cultures and brand image is the main challenge organisations face in identifying the most effective strategies. Thus, maximizing brands’ impact requires comprehensive green branding strategy that calls for multiple modifications in marketing policy and organisational culture.Previous studies in the field of sustainable branding were the bases for the examination conducted in this article. Dealing with the attitude – behaviour gap, marketing communication and education with the aim of fitting greenness into consumer lifestyle, finding value in consumption and building trust between brand/company and consumers are some of the leading topics that should be addressed in order to create public awareness and green behaviour patterns.However, scientific investigation of the sustainable branding practice is at very beginning. There is still not enough companies that actually implemented the sustainability concept into their business models and this is both the main limitation of the study and great opportunity for the future research. Understanding consumers, making business processes and brands green and inspiring broad audience to adopt sustainable behavior will be one of the main requests in the future and major antecedent of prosperous business.中文译文：在可持续发展时代的品牌策略摘要现如今，品牌是变革的有力工具。
品牌营销策略中英文对照外文翻译文献
品牌营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:品牌消费把品牌看作产品的一个重要组成部分，品牌可以增加产品的价值。
例如大多数消费者会认为一瓶鸦片香水是高品质，价格昂贵的产品。
但是同样样的香水放在不知名的瓶子中可能会被视为质量较低，即使香味是相同的。
品牌已成为产品战略的一个核心问题。
一方面，发展品牌产品，需要一个大量的长期的营销投资，尤其是对广告，促销和包装。
制造商往往会发现自己仅仅做产品更容易，更便宜，而让别人做品牌建设。
例如，台湾厂商已采取这种方法。
他们做出了大量世界服装，电子消费和电脑，但是这些产品却不采用台湾的品牌名称进行销售。
另一方面，多数厂家最终了解到公司的核心竞争了在于掌握品牌。
例如，名牌服装，电子和计算机公司可以用马来西亚和其他地方的便宜资源可以取代台湾制造厂家。
台湾生产者对于更廉价的供应商而导致的销售额减少无能为力- 消费者忠诚的是品牌，而不是生产者。
然而，过去日本和韩国企业，没有犯这样的错误。
他们花巨资为他们的产品建立，如索尼，松下，JVC，现代，金星和三星这些品牌。
即使这些公司没有能力在自己的本土上制造他们的产品，他们的品牌名称继续指挥顾客的忠诚度。
强大的品牌拥有消费者的专营权–那就是，他们能够指挥消费者的忠诚度。
这意味着大量的客户需要这些品牌和拒绝替代品，即使这些替代品以某种低价供应。
那些具有较强消费专营品牌的公司能够抵抗竞争对手的促销策略。
因此，它使供应商投入巨资建立强大的国内甚至全球的认同和偏好的品牌变得有意义。
什么使品牌？也许，专业营销人员最突出的技能是他们创建，维护，保护，巩固和提升品牌的能力。
品牌是一种名称，术语，标志，符号，设计或它们的组合，这是用来确定某种商品或服务的卖家，把他们从竞争对手中区别开来。
因此，一个品牌标识产品的制造商或供应商。
例如可乐- 任何制造商可以生产可乐，但只有可口可乐公司生产可口可乐。
品牌是不是一个新现象。
在过去的一百年中，它的使用已有了相当大的发展。
关于“品牌”方面的外文文献
外文翻译外文翻译原文1Supply chain interactions due to store-brand introductions: Theimpact of retail competitionStore-brand products are of increasing importance in retailing, often causing channel conflict as they compete with national brands. Focusing on the interactions that arise in single-manufacturer single-retailer settings, previous research suggests that one main driver of store-brand profitability to the retailer is that it leads to a reduction of the national-brand wholesale price. Under retail competition, the Robinson Patman Act then introduces an interesting trade-off: A retailer that introduces a store brand incurs the associated costs and risks, while sharing this benefit with its competition. We show that the resulting interactions can cause retailers to play “chicken”, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in channels with a single retailer, as has been the object of most previous research, and we show that some of the key insights derived from single-retailer models fail to hold when retailers compete. We conduct a numeric study, and our findings suggest that retailers are more likely to randomize their store-brand introduction strategies when customers have strong store preferences, and when the retailers’ store-brand products are similar to the national-brand product in terms of customer valuations and production cost.Intuition suggests that the introduction of store brands increases the retailers’ power in the supply chain and that the manufacturer needs to reduce the wholesale price to sustain national-brand sales. Assuming that this intuition holds and that this wholesale price reduction is one of the key drivers of store-brand profitability, the legislation associated with the Robinson Patman Act introduces an interesting trade-off into the retailers’ decision making. Since the act requires that the manufacturer charges the same wholesale price to all retailers (unless there is a good and fair business reason for differentiation), the manufacturer might have to adjust this “global” wholesale price due to some retailers’ store-brand introduction. While manufacturers in practice justify slight wholesale price differences by differentiating packaging and deliveryoptions, the act ensures such differences to be minor. A retailer that introduces a store brand then incurs the associated risks and costs, while sharing most of the benefit with all competing retailers. We show that such interactions might induce retailers to play chicken, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in supply chains with a single retailer, as has been the object of most previous research.To the best of our knowledge, our work presents the first attempt at explicitly studying the determinants of store-brand introduction decisions of independent and competing retailers. We consider these decisions in a spatial model with aspects of both vertical and horizontal product differentiation, where store-brand introductions are associated with fixed costs. Most analytical research of store-brand introduction interactions in supply chains has considered single-retailer settings. We show that the supply chain interactions that govern store-brand introduction decisions might be of a very different character in the presence of retail competition.Author: Ana Groznik and H. Sebastian HeeseNationality: Ana Groznik（Portugal），H. Sebastian Heese（USA）Originate from: Production, Manufacturing and Logistics由供应链协作引入商店自有品牌：农产品零售业竞争的影响商店自有品牌的产品在零售渠道冲突中变得越来越重要，这往往导致他们与民族品牌产生竞争。
品牌外文文献译文
/view/bb395669011ca300a6c39008.html企业品牌战略研究Kapferer,J.H Strategic Brand Mnanagement [J]. Kogan Page,London[J]. Marketing Science,2010(2):52-61.在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
本文在分析我国企业营销品牌战略发展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。
企业需要综合运用多种竞争手段提高品意，搞好品牌定位，塑造良好品牌形象。
一、日系品牌全线崩溃2006年11月22日上午，NEC宣布将推出2G及2.5G手机市场，这意味着继夏普、松下、东芝、三菱、三洋之后又一家日本手机厂商退出中国市场，日系手机除京瓷外几乎全部退出中国2G手机市场的争夺。
如果我们总结今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁荣已经渐行渐远。
对于日系手机败退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反应速度慢，与另市场现实格格不入，难以适应快速变化的中国市场;二是市场营销能力弱，产品规划能力不强，很难根椐自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法满足中国市场的需要;三是未能把握住产业转型最佳时机，是日系家电企业失去市场主导地位的重要原因。
日系企业在中国市场上走到边缘是否引起我们民族企业的深思？欲走国际化路线的企业又是否从“日系企业”的背后吸取教训？二、我国企业实施品牌战略的现状分析处第一，众多昔日名牌“昙花一现”，中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。
上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。