企业品牌文化建设外文文献翻译最新译文3000多字
企业品牌文化建设外文文献翻译最新译文3000多字
文献信息: Thompson M. The research of enterprise brand culture construction [J]. Marketing Theory, 2015, 12(05):41-51.原文The research of enterprise brand culture constructionThompson MAbstractBrand culture is a culture trait in all the cultural phenomenon of brand of sedimentary and brand activities. Brand belongs to the category of high-cultural value, is the unity of the physical form and spiritual form, and is the combination of modern social and cultural value orientation. Enterprise brand culture is an important part of enterprise culture and enterprise culture including spirit culture, system culture, marketing culture, marketing and brand culture is the culture of a kind of expression form, is the enterprise culture construction of high-level pursuit. An enterprise has its own corporate culture, but does not mean that the brand culture, brand culture is the enterprise after years of efforts, the brand gain greater advantage in the market competition and influence.Keywords: Corporate culture; Brand culture construction; Development strategy1 IntroductionMarlboro (Marlboro) President Maxwell declared: "the brand is one of the biggest enterprise assets, the enterprise brand as the depositor's account, you are constantly in its value in the advertisement, and you can enjoy its high interest rates.”Coca-Cola Company a manager declared: "if Coca-Cola all factories overnight is destroyed by fire, but it can quickly back to life. Because Coca-Cola brand can make any company bonanza, by this you will get to the bank loan, come back to life. "Above all, the brand is a huge intangible assets, has is immeasurable power and very high social value and of great economic value.2 The necessity of brand culture constructionModern commercial society, enterprises pay more and more attention to the shaping of the brand. In the process of business development marketing, into the brand culture connotation, make it more with rich cultural atmosphere, improve thelevel and cultural value of goods, and thus have a huge economic effect and social significance.2.1Enhance the competitiveness of the enterprise brandIn the modern business, using the cultural connotation to participate in the competition can bring twice the result with half the effort. Then decide what is the basis for successful competition, why do some products can be in an impregnable position in the market, and some enterprise product was good, but is the occupation of the market. This surface is the price problem or quality problem, but in essence is the enterprise brand culture construction problems. Because enterprise brand culture determines the people's way of thinking, then decided to the enterprise business philosophy, goals, strategies, tactics and methods, etc. As a result of the enterprise brand culture gap, can form the gap between business strength. Therefore, only by establishing the correct values system, form a competitive brand culture of enterprise, to guarantee the brand enterprises in the competition. In today's world economic competition, the surface is the competitive products and services, is a deep layer management of competition, and then a deep layer is the competition system, and the deeper cultural competition. No cultural taste of enterprise, is the lack of the vitality of enterprises; No cultural flavor of the product, is behind The Times, is not popular with the consumer products. Brand is the deep culture, brand is a symbol of wealth, famous brand marks the social status, brand to prove the quality, and brand is the culture. Investigation showed that both residents consumer goods market and durable consumer goods market, its concentration is very high, the sum of the top 10 brands share is in commonly 70 ~ 80%.Consumers have to shift from simply pay attention to the matter of consumer brand utility to pay attention to consumer goods material function outside the other utility. Quite a number of consumers started from the "goods" to enter the stage of "brand consumption", the brand culture is born, brand competition is transferred to the enterprise brand culture came up, the connotation of brand culture more rich, more lasting, associated with people's thought life, the greater the brand competitiveness is stronger, and the stronger the brand enterprise competitiveness. Therefore, the brand culture is to enhance the brand competitivenessof the enterprise.2.2 Integration within the enterprise cohesion and competitivenessThe competition and development of the modern enterprise, the person has played a decisive factor, brand culture shape, is a values between internal decision makers, employees, society, the essence of management view and behavior standards, unified integration process, in the form of visual understanding through communication, interaction, mutual inductance, thus the enhancement enterprise's cohesive force and fighting capacity, promote the spirit of teamwork and progress. Brand culture is the enterprise product or service brand image, the manifestation of social values. The so-called "faithful" and "table" is the company's brand image, "in", is the core of the internal management staff, "table" and the thought of "in the" cultural value orientation is unified. Through the fusion of culture, can make well management and staff together, for the company for the society to create huge economic value and social value. McDonald's is no matter in which country or area of business development, insist on promoting construction company internal family happiness, the family culture, emphasizes equality and teamwork of the concepts of family affection, blame, let employees feel is a kind of warm loving together create the pursuit of the relationship.2.3 Cultivate staff quality and image of the goodBrand culture is the core of brand management idea, behavior standards, packaging unified visual identity. Is an important role on the cultivation of the quality of employees, such as solidarity, honesty and service production, sales, service functions? Employee is responsible for the brand, all the business activities on behalf of the company's brand image. behavior so that employees must conform to the company's brand culture connotation extension features, such as cosmetic skin care products series "kose", such as "Maybelline", when strengthening brand of beauty and fashion culture, pay more attention to the staff in the thought, language, behavior, good communication with customers, and the exercise of service quality, make customers feel personalized quality service in the process of consumption.2.4 Build the brand of good nature and strong expansion driveBrand value is embodied in the marketing management play a convey of cultural thought, is the nature of goods or services. Thinking of "science and technology people-oriented" brand culture, also expressed the inner "people-oriented, science and technology as the core, to fashion culture as the direction of" the world of modern culture management idea, thus in the process of development, always full of brand personality expansion drive and cultural dissemination of permeability.2.5 Brand of quality servicesBuild brand service is one of the important means to participate in market competition, is also a merchant's a tidy intangible assets. To build the brand service, the best method is to use the enterprise brand culture. Scholars LuKeHeng say ": American culture exists in the thoughts, emotions and responses of various industries has fixed mode, and spread it can be got through symbols. Culture constitutes the achievement of groups have distinguishing feature each, these achievements include they manufacture all kinds of concrete forms. Therefore, services such as to enterprise brand culture as the guidance, and participate in the competition of service, will createa successful brand service.3 The development of enterprise brand culture3.1 Fully aware of the development of brand culture strategic positionBrand culture's strategic position depends on the culture in the process of shaping brand value. As is known to all, the brand value depends on the brand product of social trust and loyalty, the higher consumer loyalty of products, the higher brand value. To maintain consumer trust and loyalty of the product, the upgrading of products is inevitable, but volatility is lesser, product development and upgrading of the guidance of culture to maintain certain stability. The stability of culture is the core of the product development, in the brand core value in the process of dominance; the key idea is the leading product value. American scholar Stephen king pointed out that ": the product is produced in the factory, the brand is what consumers buy, a product can be imitated by competitors, but the brand is unique, products become obsolete soon fall behind, and successful brand is enduring, its core brand culture". At the same time, the strategic position of brand culture reflected in the cultural positioning theauthority of organization, in foreign enterprises, determine the enterprise culture and brand culture of the organization of the board of directors, is the highest decision-making authority of the enterprise, decides the company management policy, strategy, etc., the authority of decision-making authority decides the brand culture in the enterprise management status, only know fully in place, they can better do a good job of the brand culture development. Given the current our country enterprise awareness of the brand culture is not yet in place, strengthen the enterprise core management of brand culture understanding, establish its strategic position, is particularly important.3.2 Shape under the same brand hierarchy culture systemEnterprise in a single brand for all product sales, should according to different product quality, the formation of hierarchical culture system. The cultural system consists of the values and brand series products of cultural values, mainly the core brand values, is the basis of product series of cultural values, plays a controlling role, its scope involves product development philosophy, marketing theory, organization operation pattern, is the core of the brand value, the key to segment the consumer market. Series of cultural values of the products is in the Lord, according to the characteristics of the product on the basis of brand culture, the development of niche value concept, has distinct features and different products cultural value should be obvious difference, it is divided into the basis of product quality. To the hierarchy of cultural system, enrich the connotation of brand culture; widen the breadth of culture, to expand the depth of the brand.3.3Establish a professional brand culture development organizationBrand culture in the core position in the brand development process, the decision enterprise must set up special organizations responsible for the management of brand culture development, the status of the agency must be in the strategic level, is the enterprise decision-making institutions directly under the leadership of the development institutions, the personnel structure must be involved in decision-making, management, product development and design department, sales department, etc., is a combination of collective wisdom. Should maintain the independence of the agencybusiness at the same time, to avoid the interference of day-to-day business management, design and develop independently. In the concrete implementation of brand culture development business, should strengthen the study of consumer behavior, grope for the consumption law of consumer groups, is characteristic of enterprise product brand development idea is put forward.译文企业品牌文化建设的研究Thompson M摘要品牌文化就是指文化特质在品牌中的沉积和品牌活动中的一切文化现象。
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。
公司企业文化英文作文
公司企业文化英文作文English:Company culture is the foundation of an organization, shaping its identity, values, and behaviors. A strong company culture not only fosters a sense of belonging and unity among employees but also contributes to the overall success of the business. It is essential for companies to establish a positive and inclusive culture that promotes collaboration, innovation, and continuous improvement. By fostering open communication, trust, and transparency, employees feel empowered and motivated to work towards common goals. A positive company culture also helps attract and retain top talent, as employees are more likely to stay in an organization where they feel supported, valued, and appreciated. With a strong company culture in place, organizations can enhance employee engagement, productivity, and overall performance, ultimately driving long-term success.中文翻译:公司文化是组织的基础，塑造其身份、价值观和行为。
企业文化建设 英文文献
企业文化建设英文文献## Corporate Culture Building.Corporate culture is the shared values, beliefs, and behaviors that characterize an organization. It is a powerful force that can shape everything from employee morale to customer satisfaction. A strong corporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.There are many different ways to build a strong corporate culture. Some of the most effective strategies include:Communicating values and beliefs. A company's values and beliefs should be clearly communicated to all employees. This can be done through written statements, company-wide meetings, and training programs.Setting clear expectations. Employees need to knowwhat is expected of them in terms of behavior and performance. Clear expectations help to create a consistent work environment and reduce confusion and uncertainty.Rewarding desired behaviors. When employees demonstrate desired behaviors, it is important to reward them. This can be done through bonuses, promotions, or simply verbal praise.Creating opportunities for learning and development. Employees need to have opportunities to learn and develop their skills. This can be done through training programs, workshops, and on-the-job training.Fostering a sense of community. A strong corporate culture is built on a sense of community. Employees need to feel like they are part of something bigger than themselves. This can be fostered through team-building activities, company events, and social media.Building a strong corporate culture takes time and effort. However, the benefits are well worth it. A strongcorporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.## 企业文化建设。
企业文化建设 英文参考文献
企业文化建设英文参考文献IntroductionCorporate culture refers to the collective values, beliefs, goals, and practices that shape the behavior and perception of an organization. It is one of the critical elements that differentiate one organization from the other. Culture has a significant impact on every aspect of an organization, such as employee engagement, productivity, and overall performance. Therefore, it is essential to develop a positive culture that aligns with the organization's goals and values. Effective corporate culture building requires a commitment at all levels of the organization, from top management to front-line employees. This paper provides a comprehensive review of significant works on corporate culture building.Impact of corporate cultureCorporate culture has a significant impact on the employees' behavior and the achievement of organizational goals. It provides a framework that guides the individual and collective decisions, behaviors, and perceptions of employees. Schumacher (2018) argues that corporate culture is the driving force behindhigh-performance organizations. He further argues that effective corporate culture-building practices create a sense of belonging, loyalty, and commitment among employees, which leads toincreased productivity and performance. This assertion is supported by the work of Denison (2012), who established through empirical research that corporate culture has a significant impact on organizational performance.Characteristics of effective corporate cultureAn effective corporate culture should be aligned with the organization's goals, values, and mission. Baker (2017) argues that culture should be designed to support the organization's strategy. In other words, culture should be purpose-driven. An effective culture should embody the principles of transparency, accountability, and fairness. A culture that promotes inclusivity and diversity leads to better organizational performance. Additionally, a culture that encourages open communication, collaboration, and innovation fosters an environment that nurtures ideas and promotes creativity.How to build corporate cultureBuilding an effective corporate culture requires a deliberate and systematic approach. The process should start with the identification of the organization's goals, values, and mission. This process should involve all stakeholders, including top management, employees, and external stakeholders such as customers. The next step is to define the cultural principles that align with the organizational goals and values. These cultural principles should be clearly stated and communicated to allstakeholders. It is essential to create a culture that allows for innovation, experimentation, and continuous learning.Leadership plays a critical role in shaping the corporate culture. Leaders should embody the cultural principles and lead by example. Leaders should inspire, motivate, and engage employees to embrace the culture. It is critical to establish a reward and recognition system that reinforces the cultural principles. Rewarding employees who embody the cultural values creates a sense of ownership, loyalty, and commitment.ConclusionEffective corporate culture-building practices are critical for defining the organization's identity, values, and mission. Corporate culture shapes the individual and collective behavior, perceptions, and decisions of employees. An effective corporate culture should be aligned with the organization's values and goals. Creating a positive culture that supports inclusivity, diversity, and innovation can lead to increased employee engagement, productivity, and organizational performance. Effective corporate culture building requires a commitment from all stakeholders, including top management, employees, and customers. It is critical to establish a deliberate and systematic approach to building the culture, which involves identifying the cultural principles, communicating them, and establishing a reward and recognition system that reinforces them. Leadership plays a critical role in shaping the corporate culture. Therefore, leadersshould embody the cultural principles and lead by example. Building a strong and positive corporate culture requires continuous effort and commitment.ReferencesBaker, R. (2017). The role of culture in generating and sustaining high performance. Journal of Organizational Culture, Communications, and Conflict, 21(1), 14-29.Denison, D. (2012). Corporate culture and organizational effectiveness. New York: Wiley.Schumacher, C. (2018). Building the performance culture: A systematic approach to driving organizational success. New Jersey: John Wiley & Sons.。
企业文化外文参考文献
Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is the spirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the21’st century the core competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand cultureBrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand. Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand,includi ng the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is the process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。
品牌与文化外文翻译
毕业论文（设计）外文翻译题目：浅谈企业的品牌文化建设一、外文原文标题：Brand and Culture原文：This is the first paper in a series of papers presenting a new model of branding, one which draws upon the anthropological concept of culture. It replaces the old model of a separate and controllable external brand image—an image created to speak to consumers on behalf of a company. In the new model, a company’s true values replace the external brand image. We call this new model Brand Culture.Not that we’re looking for a proprietary term we can put a little after and ―monetize‖ or anything.Actually, we developed this model while trying to solve our clients’problems and, at the same time,while trying to figure out where this branding thing was going next.The theory of Brand Culture was partly informed by Douglas Ai tkin’s groundbreaking book, The Culling of Brands, which was one of the first books to apply anthropological theory in understanding how certain brands work—sp ecifically ―cult‖brands. While cults, by definition,are experienced by the few, every human experiences culture, and every brand has the potential to develop a brand culture. Our concept of Brand Culture has also been informed and validated by the recent writings of some really bright anthropologists who are studying the way consumers use brands. And we love reading really bright anthropologists.Brand can promote the growth of the enterprise.In the new economical time, marketing of the biggest problems is how to establish and manage an enterprise's brand. Whoever has a strong brand, the competition will have the capital. In the future marketing is the brand name of the war . Corporate brand from unknown to develop into a famous brand's success is a small to large process, and the enterprise is the growth of the life corresponding brand strategy and the focus has different characteristics.Brands occupy an increasingly prominent place in the managerial mind as well as the cultural landscape. Recent research has shown that brands are interpreted or read in multiple ways, prompting an important and illuminating reconsideration of how branding "works," and shifting attention from brand producers toward consumer response to understand how branding interacts with consumers to create meaning. Largely missing from these insights, however, is an awareness of basic cultural processes that affect contemporary brands, including historical context, ethical concerns, and consumer response. Neither managers nor consumers completely control branding processes - cultural codes constrain how brands work to produce meaning. Brand Culture places brands firmly within culture to look at the complex underpinnings of branding processes.Reputation as a business and information mix, brand enterprises and their products are included in the technology, quality, function, culture, position in the market triggered the formation of information systems, enterprises and their products are identifiable symbol system. Brand, through its connotations of market information system and its response evaluation, which would affect market behavior, have the benefit of the enterprise's behavior preferences, and further distinguishes it from the tangible elements of existence, become a functioning and intangible assets, the realization of their economic value and promote the growth of enterprises. A large number of Chinese and foreign enterprises of practice has proved that the brand is promoting enterprise growth is the main driving force Brand and the contribution of enterprises with the growth of enterprises have been expanding.Brand in the eyes of customers and products is a sign that represents product quality, characteristics, represent enterprises operating characteristics, quality management requirements. Customers through brand can be very easy to identify and access the information, Access to information means that the costs of customer acquisition cost decreased. And the customer familiar with the brand or higher brand visibility, and also allows customers to purchase coefficient decreased risk perception. These two aspects of the comprehensive role of the customers buy psychological and purchase behavior of a certain brand products Preferences, thus broadening theproduct sales.Brand culture is a company culture in which employees "live" to brand values, to solve problems and make decisions internally, and deliver a branded customer experience externally. It is the desired outcome of an internal branding, internal brand alignment or employee engagement effort that elevates beyond communications and training.A brand in order to be relevant to consumers and sustainable over time must operate much like a culture. A company must develop an ethos and a worldview that it absolutely believes in and then should act in accordance with it. Everything the company does - every product or service it offers, every public statement, advertisement, website, internal policy, memo and business decisions it makes must be congruent with that ethos and worldview.If the brand truly represents an ethos and worldview which are attractive to consumers they will embrace the brand as part of their own identity. They will join the brand culture and participate in that culture as a way of expressing to the rest of the world who they are and what they believe in.An Apple iPod stands for a courageous, inventive, rebellious and audacious approach to life that make every iPod user proud and give a badge of identity. It stands for the Apple way of doing things. Harley Davidson has created a rich body of meaning and embodied that meaning in a system of symbols and actions. This is the Harley Davidson brand culture - belief, passion, excitement, commitment etc.When consumer connects to a brand that aligns with their most deeply held beliefs and sense of identity they are essentially both pulling that brand into their own world and entering the world of that brand. The vital thing for any organization is to create this world for its consumers. The value of brand culture comes out when companies give its consumers something to believe in.Branding is usually associated with expensive advertising campaigns that draw a rosy picture of a given company. A picture that customers cannot always recognize when dealing with the company in real life.At Brand culture we introduce a more sustainable way of branding. We believe that for a brand to be credible and profitable in the long run, there must be consistency and authenticity in every contact interface –from advertising to store decoration, employee behavior as well as product quali ty. That’s why we help companies identify and remove the gap between what they communicate and what their customers really experience.The key to successful branding lies in building a company culture where every employee feels and acts like a passionate brand ambassadors. We have created processes that help companies involve their employees in the brand building process.The process of globalization is demolishing the physical boundaries of the markets and fuelling competition. Now brands, result-oriented strategies and efficient customer relationship management play important role in achieving an edge over competitors.The charisma of brands cannot be undermined. Some of the brands have become, more or less, generic names. These include Fridge, Xerox, Insta, Dalda, Surf and Lifebouy. People use these brand names whenever they wish to refer to the actual product even if it carries a different name. The word Fridge has become a synonymous for refrigerator, Xerox for photocopy, Insta for cellular phone, Dalda for vanaspati ghee, Surf for washing powder and Lifebouy for carbolic soap.The brand names assure the users of certain quality standards and consistency of quality. At the same time brand loyalty generates repeated sales for the brand owners. The confidence level is often to the extent that consumers even do not know the name of manufacturer or the country where these products have been manufactured.Pakistan cannot remain immune to the process of globalization. While it has to open the domestic market for the overseas suppliers, Pakistani manufacturers not only have to face the competition in the local market but also compete in the international markets. The biggest challenge is for textiles and clothing sector which has been surviving due to quota regime. Some of the Pakistani brands from the sector of Bonanza and ChenOne have become known in global markets and many more namesare passing through the process of recognition. Therefore, by following the foot prints of the leaders, other can also let the world known about their products.Exploring the influence of branding in various industries is very interesting story. While most of the marketeers accept the importance of brands in case of consumables and durables, even agricultural inputs are being sold with brand names. The two examples are Engro and Kissan urea. As a majority equity participant in FFC-Jordan, Fauji Fertilizer preferred to use Kissan name due to its widespread brand loyalty.In the consumer market the strength of brand names like Surf, Dalda, Robin Blue are the stalwarts. In urban areas and in case of brand-loyal customers the insistence of a consumer to buy a product is understandable. However, in rural areas where people cannot read names, they identify the products by logos. Some of these brands are often considered as generic names. This kind of brand loyalty or association has been developed due to extensive and intensive promotion by the companies. The impact of brand influence can also be gauged by lubricants buying habit of drivers. Now they insist of a brand rather than compromising on unbranded lubricant.As regards consumer durables, some of the brand names have been imprinted in the memories of users. These are Philips, IBM, Intel, Sony and Waves. Consumers consider these names as industry bench mark. Interestingly, Intel was initially a microprocessor manufacturing company but the name Intel was, and still, considered to be the bench mark for evaluating the performance of a computer. The other interesting example is Sony. They are the pioneer of flat screen technology. Wega is their flat screen model but when people go to purchase a television, they insist on Sony although they mean a flat screen model produced by the Sony company.TeeJays was a pioneer of branding in ready made garments. While it has not been able to get wide recognition at local and domestic level, some other manufacturers have attained such recognition. Two such names are Bonanza and ChenOne. While Bonanza became known due to its massive marketing and promotion, ChenOne has become a pick of those who love to buy world known brands. The manufacturers of ChenOne based their marketing strategy on four Ps, product, price, promotion and placement.They realized the importance of product and produced items which were, in way, inferior to the some of the world leading brands. They also priced the products accordingly and used massive advertising to let the buyers know about the products. However, they were very choosy about placement. They decided to sell the product from their own outlets which are located in the areas where the residents have the corresponding purchasing power. Lately the ChenOne products have been made available in the Middle East market. To conclude, it is enough to say that unless local manufacturers establish the credibility of their products by branding them they may not be able to compete in the local market and maintain their share in the global markets.Branding today must be a company-wide initiative based on core values. A company’s performanc e in the marketplace usually starts with the internal dynamics of the company. And if a brand sprouts from an internal truth rather than a manufactured image, then the brand starts here as well—on the inside of a company.Executive leadership must realize that branding is no longer the province of the marketing department. Companies must build a brand culture that is rooted in the heart of the organization and radiates outward as a natural set of actions based on a common ethos and worldview. This brand culture will not only unite employees in a common purpose and vision, it will also attract consumers and engage them in a deep and meaningful relationship that transcends the traditional marketing goals of brand preference and brand loyalty.出处：Spenser E. Ante. Brand and Culture:Business Week[J].2009,9(28),PP.56-67二、翻译文章标题：品牌与文化译文：这是一个系列文章的第一篇介绍一种品牌的新模式，这种新模型利用了文化人类学。
品牌建设策略外文文献翻译
品牌建设策略摘要：品牌建立在有形产品和无形服务的基础上。
有形是指产品的新颖包装、独特设计、以及富有象征吸引力的名称等。
而服务是在销售过程当中或售后服务中给顾客满意的感觉，让顾客体验到做真正“上帝”的幸福感。
让他们始终觉得选择买这种产品的决策是对的。
本文通过对品牌建设策略的阐释，指导企业建立自己独特的品牌。
关键词：品牌，品牌建设1品牌建设的定义是品牌管理和IMC运动的主要关切。
每一位营销者应该追求长期股权，注重每一个细节的战略。
因为一个小的消息失调会导致品牌延伸的巨大失败。
另一方面，他在消费者心中的心理过程。
干扰变数是一个有用的指标，以评估消费者对品牌延伸评估。
在整个分类理论和联想网络理论，消费者是否有能力处理成有用的知识，成为他们的信息。
他们将通过测量和比较核心的品牌，适合质量类别，以往的经验和知识，使困难的核心品牌之间的差异及延伸产品。
因此，在这篇文章中可以推断什么是消费者对品牌延伸评价的几点：1、核心品牌质量创造了一个品牌和低消费的影响评估适合的强势地位。
2、核心品牌之间的相似性和延伸，是消费者对适合知觉的主要关切。
较高的相似性是适合高的看法。
3、消费者的知识和经验影响评价之前，延伸产品踪迹。
4、更多的延伸产品创新时，可以感觉到更大的积极配合。
一个成功的品牌战略依赖于信息沟通和一致的清晰的品牌形象。
品牌延伸的负面影响将导致对母品牌及品牌系列极大的损害。
从管理和营销的角度来看，一个品牌应该保持在一个长期的一致性和连续性的品牌信息的方式和协会的运作。
由于从品牌延伸的影响，负面影响是巨大的，久治不愈。
每一个消息或品牌延伸可以稀释性的品牌。
品牌延伸或品牌延伸是一种营销策略，其中一个公司的营销与发展良好的形象的产品用于不同的产品类别中的同一品牌名称。
新产品被称为剥离。
组织使用这一战略，以增加和利用品牌权益（定义：净资产，距离著名的名称长期可持续性）。
品牌延伸的一个例子是果胶，明胶果冻布丁创造持久性有机污染物。
外文翻译--企业品牌建设：一个方法论
本科毕业论文（设计）外文翻译一、外文原文标题：Corporate Brand Building: A Methodology原文：BRAND BUILDING VS REPUTATION MANAGEMENTThe author has always found the term 'reputation management' a little limp. It does not pass the cocktail party test. If someone asked at the metaphoric cocktail party 'What do you do?' The author would not imagine saying 'Oh ... I manage reputations'. Put bluntly, as a client and not a consultant it would seem wasteful to pay good money for someone to 'manage my reputation'. It sounds like something to be done for oneself-not left to some-one else. And it docs not sound espe-cially dynamic. On the other hand, paying someone to 'build my brand' sounds altogether more energetic and useful.That is one of the reasons why the author's company evolved its strapline from 'PR solutions to marketing pro-blems' to 'building corporate and pro-duct brands'. The other is that it better expresses what the firm now does as a consultancy: corporate as well as mar-keting PR. The identity shift did, how-ever, present two problems.First, we did not want to alienate clients who did not see their organisa-tions as brands. Much of our business is in the public sector. We do not yet live in a world where government bodies see themselves as brands (although with the reinvention of the Labour Party it may only be a matter of time). Putting the 'corporate' before 'product' in the strap helped. The term 'product brand' leads on to consumer PR, which is only part of our work.Secondly, it begged the question - if we are a brand-building PR firm, then how exactly do we build brands - especially corporate brands? We needed to package what we were already doing across the firm in differ-ent ways into a best practice methodol-ogy available to our staff.What follows is based on internal seminar presentations about this methodology.WHAT ARE BRANDS FOR?What job of work do brands do?David Ogilvy famously and suc-cinctly pointed to the power of emo-tion as the only sustainable differentiator in promoting a company, recognising that people buy with their heart as much as their head. At the risk of teaching grandmothers to suck eggs, it is reproduced because of its critical importance:"A company with a price advantage can be undercut. A company with a performance advantage can be outflanked. But a company with an emotionaldifference can potentially demand a premium forever."It is this emotional difference that makes the brand. As well as command-ing a premium, the brand:- Creates a strong sense of identity for staff and customers alike (eg the Co-operative Bank)- creates consistency across diverse products and services (eg Body Shop)- builds a deposit account of goodwill to help it weather crises (eg British Airways)- enables credible extensions into new product areas and new sectors like the super-elastic Virgin.A corporate brand goes beyond price and performance to secure the loyalty of its stakeholders.For example, Asda's controversial and high-profile pricing campaigns on books, pharmaceuticals and now luxury-branded goods express its posi-tioning as a consumer champion. The message that comes through the cam-paigns is not so much "our prices are cheaper" as "we are taking up cudgels on your behalf against artificially high prices".WHAT IS A CORPORATE BRAND?Some people make a distinction between corporate brands and product brands, and some think of brands only as product brands. But the author believes there is little practical differ-ence between corporate and product brands, especially when it comes to building them.A brand is a set of associations in the mind of the consumer. If we agree withOgilvy, a good product brand offers the consumer positive associations based on emotion as much as on reason. Individuals share or aspire to the values behind that brand. They buy the brand because of what it says about them. Assuming they can afford it, they buy their beloved Mercedes because they like the associations (and enjoy the drive).Actually, they are not buying a brand at all, they are buying a car. The brand is intangible - it is in their mind. It is equally intangible whether the brand is attached to a product or to an organisation. Plus, with many brands - Mercedes is a good example - the 'product' brand and the 'corpo-rate' brand are virtually indistinguish-able. If it was rumoured one day that Mercedes were launching a three-wheeler, we would expect it to have similar qualities to their four-wheelers.It is this equality of intangibility that makes it possible to build a brand around a firm (corporate brand) as readily as around a product (product brand). But corporate brand building is more complex and more challenging, because products are objects, while organisations are people.The author's firm sees a corporate brand as made up of three elements: vision, values and style."Vision" is as much a giving thing as a seeing thing: the contribution a firm makes to its staff , its customers, its industry, its local and possibly global community. The acid test is to ask: if the firm disappeared overnight, would anyone notice or care? The author believes the world would take notice and mourn the demise of a firm like Apple , for instance, incomparably more than a host of its lesser rivals. Apple is not just respected and appre-ciated. It is loved because of its mission to create products which empower and delight people. "Values" are what the firm stands for - its principles, expressed through policies and practices. These are defined as much by what the firm does not do as by what it docs. The extraordinary overnight success of the Co-operative Bank, for example (which woke up one morning, threw out its tired, old-fash-ioned wardrobe and replaced it with a new set of natty designer threads), is down to a solemn promise to customers not to invest in regimes and industries which oppress the human spirit. It reinvented itself, drawing deep from its heritage of socialresponsibility, refor-mulated so as to be relevant to modern times. What is crucial here is that it is impossible to separate the association of ethical banking from the Co-operative Bank brand. The brand positioning is not some kind of corporate sales pro-motion (often a waste of money, as some of the sponsors of the 1998 World Cup discovered). It has become part of the organisation's identity.Vision and values are expressed in how the firm conies across in its com-munication and through its people and its style. Very often this is the trickiest bit. One the one hand it requires iden-tifying and grooming the right 'heroes' to communicate vision and values as spokespeople in the media. The right people are not always the most senior people. On the other hand, it requires ensuring that everyone, not just the chosen heroes, understands the vision and values and communicates these appropriately in contact with external audiences, especially customers. In communicating its corporate brand proposition, a firm is making a promise to its audiences. It must deliver behind the promise, or be pilloried for incon- sistency and betrayal. People will judge a firm far more on their personal experience face to face or on the phone than on what they read about it in the newspapers. This means checking that policies, products, practices, systems - in fact, the firm's entire operation - are set up to support it, before going public. The difficulty in large firms is that internal and external communica-tions (let alone operations, sales and marketing) are all too often the pro-vinces of different departments and power structures. The advent of com-munication directors with responsibility across all communication has to be a step in the right direction.HOW DO WE BUILD THE BRAND?The author's firm has developed a four-stage approach, under the headings:- reconnaissance- strategy - fulfilment- evaluation.Stage 1: ReconnaissanceEffectively, this is a SWOT-plus analy-sis that uses information from internal and external sources, including desk and survey research, to agree:- goals: where is the firm going, what is it trying to achieve- current position: where is it coming from, how is it perceived and how does it stack up against the competi-tion- vision, values and style: what is its contribution, what are its values, how should these affect style of communication- issues: what relevant (and media-friendly) issues are there in the public domain that can be exploited to create a debate and that can be "owned"- preferably exclusively- by the firm to build its corporate brand through association?Stage 2: StrategyAt the heart of strategy is a campaigning theme in which the firm sets out to make a contribution to the world on one or more of the relevant issues that have been identified.This is not about saying, but doing: taking action to right a wrong, or to make life better for its stakeholders. This may include the submission of a researched report to a relevant author-ity, calling for some kind of action, perhaps even a change in the law.For example, when the insurer Direct Line first went into the home insurance sector in the early 1990s, having become market leader in the very dif-ferent motor insurance sector, it her-alded its arrival with a submission to the Office of Fair Trading attacking banks "and building societies" practice of 'tieing in' insurance products to mortgage agreements in order to earn commission on the insurance. Entitled "A billion pound burglary", Direct Line's report achieved substantial cov-erage, giving it the high moral ground in the new sector before it actually launched its product. It also implied home insurance would be cheaper from Direct Line, as there would be no com-mission to pay.In defining strategy, thought is given to how the campaigning theme will actually be exploited, typically through a three-part focus:- Third parties: who else should be involved? Third parties may be: Westminster, Whitehall, Brussels; allies and alliances (eg with other firms); associations (eg trade bodies, unions); pressure groups- media: national, regional, trade , consumer, broadcast, new media and Internet - policies, products and practices: putting the firm's own house in order and ensuring staff are on board to ensure the firm delivers the promise made in the campaign and that there are no disappointments for stakeholders or inconsistencies that could attract negative media attention.Stage 3: FulfilmentThis means the execution of strategy and involves:- planning: audiences, objectives, messages, tactics, schedule, budgets- implementation: carrying out campaign initiatives- monitoring: of coverage, compe-titor activity, legislative develop-ments which may help or hinder the campaign and corporate brand positioning.Stage 4: EvaluationEvaluation is obviously tailored to cli-ents' requirements and may include some or all of the following:- coverage: level and quality of media coverage achieved- Output: client satisfaction with performance against pre-agreed targets- outcomes: changes in audience perception of the brand and/or changes in audience behaviour- objectives: progress towards agreed campaign goals and recommenda-tions for the next phase of corporate brand-building activity.CONCLUSIONCorporate brand building means creat-ing emotional associations between a firm and its audience to achieve sustain-able competitive edge. For this to happen, the firm must have a vision (its contribution to the world over and above making products and making money) and values which have relevant appeal. Vision and values must be so integral to the firm that it is difficult to think of the firm without making the association with its vision and values. If this is achieved, the firm can be said to have a strong corporate brand.The brand is built through cam-paigns in which the firm expresses vision and values by taking action in the public arena - with third parties, via the media and in itsproducts, poli-cies and practices - for the benefit of the outside world, especially stake-holders. In this sense, corporate brand building may sound like altruism, but it is really enlightened self-interest. It strives to see the world from the audi-ence's perspective, rather than, selfishly, just from the firm's point of view. (This is another reason, by the way, the term "reputation management" should be killed. It emphasises the firm's-eye view of the world.)It may be asking too much of CEOs under pressure to deliver short-term profit to take a leaf out of JFK's book and ask what they can do for their country, rather than what their country can do for them. But, they might check how much they are already paying out, for example, on sponsor - ships, corporate hospitality, advertising and PR, to see if some of the funds might be better invested in building a powerful and sustainable point of dif-ference into the very fabric of their firm.出处：Francis Hallawell. Corporate Brand Building: A Methodology. Journal of Communication Management [J]. 1999. 3 (4), pp. 381-386.中文译文标题：企业品牌建设：一个方法论译文：品牌建设与声誉管理作者总是发现“声誉管理”这个术语有点站不住脚。
品牌建设英文作文高中作文
品牌建设英文作文高中作文英文：Building a brand is a crucial aspect of any business,as it helps to create a strong and recognizable identity in the market. A brand is not just a logo or a name, but it encompasses the values, culture, and reputation of a company. 。
For example, when I think of the brand Apple, I immediately associate it with innovation, sleek design, and high-quality products. This is because Apple hassuccessfully built a brand that reflects these qualities, and it has become a leading company in the tech industry. 。
Building a brand involves a lot of strategic planning and consistent effort. It starts with understanding the target audience and their needs, and then creating a brand message that resonates with them. This message should be communicated through all aspects of the business, from theproducts and services offered to the customer service and marketing efforts. 。
论民营企业文化建设 毕业论文 外文翻译中英文对照
Humanistic thought id eaAs the core of traditional Chinese culture, Confucianism has profound influence on Chinese psychological character and behavior for thousands of years. The Confucian cultural character are enterprising actively, advocate the accession to the world , locate " cultivate one's moral character " in the "household" and "governance" and "flat in the world", starting with the person, take the world ideal as the end-result, so that combine individual price and social theories together. We can say it is a kind of management thought from the beginning of the establishment . Whether it is based on the philosophical basis of explicit value judgment, or around the core concepts of organizational relationship, or through the practice of management chose to use strategy, Confucianism laid the cultural platform can make modern Chinese managers " achieving big business".Confucius said: "the world of man-made precious", "the benevolent people is human, beloving makes great". As one of The Four Books, The Doctrine of the Mean described the thought in details that the human is the center of the universe in its ideas of heaven and man. It said: "Only the world's most sincere person can fully recognize and practice their own nature; to make the best of their nature can get to know people with common nature ; to realize human nature can realize that everything has nature; to recognize the nature of everything in the world can help the living things in the world changes develop ; to help the living things in the world changes develop can get to heaven and earth. That is to say, people , heaven and earth tie for three, and people get the same respect with heaven and earth, and people are in the centre of world. At the same time, the Confucianist takes " intelligence" as a kind of displine. People have wisdom, therefore, people are the most intelligent animal in the universe. In modern society, people are not machines, but "human" who is conscious, emotional and has social relationships. Each of them has its special social relationship and the complex background relying on it. A scientific management system will inevitably need to consider these factors in the implementation process. The thought of taking respecting the human as purpose gradually enter into the management field. The most important point is not only to the interests of enterprises, but to start from a social perspective, respect for human rights, values and aspirations, and concern about their future. Therefore, respect for humanity, recognize the determined meaning of people in the development of enterprises, regard the people as the starting point and purpose of the enterprise behavior, it has important realistic significance to humanity of the construction of Chinese enterprise culture.Advanced enterprise needs the harmonious enterprise culture to support. Under the new situation, how to build harmonious excellent corporate culture to provide a reliable guarantee for the development of enterprises, is a currently facing major task. We believe that in the process of company culture construction should be people-oriented, through the staff to achieve the harmonious enterprise culture. Enterprise culture in the final analysis is the human culture, harmonious enterprise culture should be realized through people. The staff is the enterprise profit author. This requires us to protect the fundamental interests of employees, pay more attention to staff's woes, concern about the physical and mental health of staff, cogently help staff to solve difficulties in life and work, furthestly content the staff 's material culture and the spiritual and cultural needs, increase their sense of belonging and sense, arouse their enthusiasm and creativity, enhance the cohesion and centripetal force."People-oriented" is a new mode of modern enterprise culture, its core values is to dependon people, respect people, understand people, care about people, the realization of human value. (1)Rely on the people. The development of the private enterprises can not rely on a person, also not only depend on the original family members, should rely on most employees, the masses are the real heroes. Modern society decide an enterprise's development, the main lies not in the machine equipment, but that they have knowledge, wisdom, talent and skill. All economic activity, are made by people, people do not have energy, enterprise is no vitality and competitiveness. Therefore, managers must establish the business philosophy of relying on the people, through the joint efforts of all staff to create the brilliant outstanding achievement of the enterprise.And can’t think the enterprise is mine, you just work for me, I support you, you should thank me, my enterprise will still operate without you. Management’s slip of the tongue will break the hearts of the staff, it is difficult to imagine a enterprises without centripetal force, cohesive, competitive, can share a cup of soup in the international and the domestic competition.(2)The respect for each individual. As the enterprise, not only to respect every employee, but also to respect every customer, every user. Enterprise managers should alert" tools" thought that simply treat employees as the tools to achieve their business goals , and should regard them as a member of their own career team, take them as indispensable partner of the whole enterprise. Don’t allow insulting personality, damaging to human rights, ignoring the interests of employees, not respecting labor rights, manager without humanitarian is not a good manager. When the staff's work is affirmed and respected, he would try his best to achieve his duty.(3)Understanding and caring about staff, using a motherly tenderness treat employees, to give employees more humanistic care, to realize their life values. " Loving them like their parents, they will attribute to you as flowing water." Marx Webb thinks that they must exist undetected, invisible mental force behind any great career , it leads people to strive for economic fruit, encourages people to develop business and profit, accumulate wealth, innovate again course of enterprise diligently. Managers take psychological emotion as the link to reasonable principle of infiltration, care staff, be permeated with thick human, will become the source of enterprise centripetal force. Common to care for the sick, to the dead to condolences, mourning to be pension, emotional input. Ensure that staff in the disease, old, injury, incomplete and unemployment of normal life, improve employee's salary, benefits, rich existing the means of incentive, adopt diversified distribution methods to do to a key position and income policy talents tilt. Employees will think managers and read the virtue of its of love, with loyal attendance, the incentive to the wisdom of poor health living.(4)The cultivation of harmonious interpersonal relationship, advocating team spirit vigorously . In the enterprise, the staff regard the enterprise as their “home” of survival and development , they will make all-out efforts to do their own work ,exert maximum strength for the enterprise's survival, development. It is the bounden duty of enterprise managers to make the enterprise's appeal to the greatest limit, managers how to create a " strong magnetic field effect"? By understanding and respecting, by the noble personality and interaction of telepathic communication, to establish good relationship between managers and employees. Realization the employees’ corporate philosophy from cognition to identity, working attitude from making a living to respect-work , thoughts and feelings from pleasure to belonging, to enterprise itself from trust to relying on, and such a series of leap. Everyone fully play their ability, and can be mutual cooperation, and this is where the secrets of the organization. Any organization if not most fully play their individual ability, the organization will surely is inefficient and ineffective. To use aCoca-Cola company President motto: if one day I am enterprise unfortunately the submerged, I can totally with enterprise's" strong magnetic field effect ", perform a "cylindrical lay golden" feat, started to start all over again.The establishment and perfection of socialist market economic system, private enterprise cultural reconstruction is an important assure to promote civilian battalion economy and the whole society productivity develops quickly. Therefore, it has attracted wide attention from the society.First, civilian battalion enterprise culture connotation analysisTo better carry out our country’ private enterprise cultural reconstruction re search question, we must first study the true meaning of the private enterprise cultural reconstruction, understand its qualitative formulary. At present, although the domestic and foreign have a variety of understanding to the" recycling" connotation, the basic content is to" recreate"," redesign", giving up old things and try to do from the beginning . To carry out analysis and research of private enterprises, private enterprise cultural reconstruction should include three main elements: First is to discard the whole of the morbid enterprise culture, to construct healthy and can long time to promote business growth of the higher level of the enterprise culture, to abandon the family emotion type of enterprise culture, to shaping system constraint type of corporate culture, concept guiding type of enterprise culture and the pursuit of corporate culture, so that different types of corporate culture has a qualitative change; Second is to reset the enterprise culture administrative levels or structure position construct the new core level, and form a unique corporate culture system; Third is to completely change the traditional slow corporate culture dissemination and diffusion form, greatly reduce corporate culture production procedure, shorten its formation and penetration process and time.Second, private enterprise cultural reconstruction the deep reason analysisFrom overall look, the vast majority of our private enterprise culture power is still fundamentally inadequate, it needs to design and create. The deep reason lies in four aspects: First is the core of enterprise culture level -- basic values formation, spread and diffusion in a passive state, mostly in the constrained condition. Long period, private enterprise's basic values embodied in the enterprise production and management as entity only law-abiding and lawfully pay taxes, not to consider other aspects of the interests and needs of the country. The basic view of value is an important feature of people's thinking to passively adapting certain regulations, thus limiting the managers and employees of culture positive communication and to the highest pursuit of the concept of corporate culture, so that the operation in the " for me " state, it is difficult to form strong core culture, greatly reduced the overall enterprise culture's impetus, inhibition of material productivity; Second is the enterprise culture level on the low side, it is difficult to support the enterprise long-term rapid development. Private enterprise culture level height is by corporate culture type decision. From our country in last few years the circumstance looks, civilian battalion enterprise culture is mainly divided into the family emotion type, system constraint, to guide the concept type and pursuit of type four. At present, most of the private enterprise cultures belongs to the first and second types, the third type is less, and the forth is far less. These four types of corporate culture in accordance with the material productive forces driving the degree of sizeclassification, can be divided into the lowest level, low level, high level, the highest level four types . Only changing to the concept guiding corporate culture and ultimately resulting in pursuit of enterprise culture, can make the culture of private enterprises to a higher level and form a strong corporate culture, for private enterprises to sustained, rapid development of a broader space; Third is the formation of enterprise culture, communication and diffusion is not better built on the foundation of construction of ideology of the party, failed to form a correct political direction, cause the enterprise culture foundation. The formation of corporate culture, communication and diffusion is embodied in the thought construction and acts to regulate the whole process. As a result of the process of enterprise culture construction is often dependent on entrepreneur, management ideas, not reflected in the ideological construction of the party, the thought is mostly confined to the traditional only the interests of enterprises economic considerations, but not from political height to take into consideration of the country or the benefit of society, so that the enterprise culture construction from the the right direction, unable to form a belief system and culture communication system, greatly reduce the staff cohesion and centripetal force. Many of the entrepreneurs and the concept of values is limited to the economic aspect, only the lower level economic philosophy, economic values, it can't development to the high level of political philosophy and political values, not the interest of the country above everything, and efforts to fight for.Forth is the formation of enterprise culture, communication and diffusion links more, longer duration, higher cost, reduces the power of corporate culture. The enterprise culture is to serve the development of material productivity. However, over a long period of time, due to the formation of corporate culture, communication and diffusion through a series of procedures, this culture is the old hierarchy culture, communication and diffusion time is long time to pay cost, administrative cost, high operating costs, effects of material productivity greatly, weakened the competition ability.Third, private enterprise cultural reconstruction the train of thought to discussThe private enterprise cultural reconstruction is a complex systems engineering, involving the enterprise organizational structure adjustment, material productivity development level, culture level or structure set, interpersonal coordination, interest allocation relation to wait for a problems. Accordingly, firstly must identify the rebuilding of corporate culture for the guiding ideology and principle. For private enterprise cultural reconstruction, the most fundamental requirement is to be on the existing corporate culture pattern to be broken thoroughly, to build corporate culture hierarchy or structure, the progressive realization of service-oriented corporate culture oriented and the pursuit of corporate culture change, make it become a high-level corporate culture. The private enterprise cultural reconstruction should be identified three principles: First is gradually implement principle. The formation of corporate culture, communication, diffusion and material production is different, mainly through the people's thought and form of consciousness to reflect, is a long-term development and change of the process, not possible in the short-term, therefore, should be gradual, phased out, do not be anxious for success; Second is followed by the formation of corporate culture, communication and diffusion rule principle. The formation of corporate culture, communication and diffusion has its own unique rules, often run in different forms, through a variety of means to play or channel enterprise cultural strength role, if theenterprise culture reconstruction in violation of the operation of law, without considering the people state of mind and matter productivity development level, to reconstruct the spoil things by excessive enthusiasm, will give the formation of corporate culture, communication and diffusion in great disorder, causing massive destruction of the power of corporate culture; Third is to promote the rapid development of the principle of material productivity. New enterprise culture, is in order to better adapt to the development of productivity and accelerate the material. If not achieve this, enterprise culture reengineering unnecessary. So promoting rapid development the material productivity should be the starting point of corporate culture reengineering and essential requirement.Forth, private enterprise culture should focus on the four aspects of the workFirst, entrepreneur need to make concept revolution self-consciously, remodeling higher-order core values. Entrepreneurial values is the core viewpoint of value, determines the basic values of the formation and the role of the size, is to implement the rebuilding of corporate culture for bibcock, should be placed into the most important position. But the entrepreneur should establish the core values, it should be deep in thought formed supreme idea, consciousness of philosophy revolution, from philosophy to political philosophy and the philosophy of the leap. And realizing the idea of revolution, we must fundamentally solve the problem of form of implementation of system of ownership reform problem, namely in the realization of philosophy before the revolution, to establish a new form of implementation of system of ownership, it is the enterprise culture is the key factor; Second is to build corporate culture level, breaking many rank enterprise cultural boundaries, reducing enterprise culture, communication and diffusion process, shortening the corporate culture infiltration process. The conept guiding enterprise culture Should be built as soon as possible , especially the pursuit of enterprise culture suitable for the type of enterprise culture management system. Charging by the specialized departments, coordination, strengthen management, the entrepreneurs highest concept and supreme realm and lofty moral character spread and spread to the general staff, reducing the traditional with the longitudinal structure based corporate culture process. As far as possible to shorten the time limit of the communication of corporate culture, process cost; Third is to make corporate culture dissemination and diffusion and the party's ideological construction together, and raised it to a higher level to treat. The ideological construction of the party is a high level of political philosophy of the special enterprise culture construction, must become the soul of enterprise culture construction and the correct orientation of the representative. From political height to ponder over the construction of enterprise culture and ideological construction of the party 's integration problem; We should point out that special, enterprise culture construction must be fully reflect the request of "three represents" thought, and as a high level of guidance of the enterprise culture to treat, make after the transformation of the enterprise culture become the new mode. Forth is to create conditions for the establishment of a learning organization is the important guarantee of organization reengineering of enterprise culture. Enterprise culture is a kind of interpersonal behavior, must have the majority of the active participation of employees, in order to make the reconstruction successful. In order to make the majority of the staff from the passive participation to the pursuit and longing, it should be established as soon as possibleadvanced organization form -- the learning type organization. In this organization, guiding and requiring the majority of employees "Practicing", establishing common goals, the superego, breakthrough thinking, team learning, for the reconstruction of corporate culture lay a solid ideological foundation.人本思想理念儒家思想作为中国传统文化的而核心，数千年来深刻影响了中国人的心理性格和行为方式。
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。
公司品牌建设英文作文
公司品牌建设英文作文英文：Brand building is a crucial part of any company's success. It involves creating a strong and recognizable image for your company, which can help you stand out from your competitors and attract customers. There are several key steps involved in building a successful brand.Firstly, it's important to identify your target audience. Who are you trying to reach with your brand? What are their needs and preferences? Once you have a clear understanding of your target audience, you can tailor your brand messaging and marketing efforts to appeal to them.Secondly, you need to develop a unique brand identity. This includes your company name, logo, tagline, and overall visual style. Your brand identity should be distinctive and memorable, and it should reflect the values and personality of your company.Thirdly, you need to consistently communicate your brand message across all channels. This includes your website, social media profiles, marketing materials, and customer interactions. Your messaging should be clear, concise, and consistent, so that customers can easily understand what your brand stands for.Finally, you need to measure the success of your brand building efforts. This can be done through metrics like brand awareness, customer loyalty, and sales. By tracking these metrics over time, you can identify areas where you need to improve your branding strategy.Overall, building a strong brand takes time and effort, but it's well worth it in the long run. A successful brand can help you establish a loyal customer base, increase sales, and differentiate yourself in a crowded marketplace.中文：品牌建设是任何公司成功的重要组成部分。
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。
企业品牌战略研究的论文外文文献及中文翻译
Brand Strategy ResearchResource: Kapferer, J.H Strategic Brand Management[J]. KoganPage, LondonEconomic globalization, how to adapt to international trends, establhave become pressingstrong b rand and enhance our competitiveness,Based on the analysis of the development ofissues facing e nterprises.corporate marketing brand strategy, based on the content of brand strato discuss the brand strategy in enterprisesignificance,an its functionalmarketing role. Enterprise needs to use a variety of means of competi to increase brand awareness, improve brand positioning, an create a g brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, N EC announced that it w ould withdrawfrom 2G and 2.5G mobile phone market, w hich means that, followingSanyo, a Japanese m obile phoneSharp, P anasonic, Toshiba, M itsubishi,manufacturers later withdraw from the Chinese market, J apanese m obilephone has almost all except Kyocera 2G mobile phone market in China ou of contention.If we sum up the Chinese household appliance market, t oday anydifferent from ten years ago, I think the biggest difference is that companies in China, Japanese home appliance m arket downturn, thesystem, d ecision-making following main reasons: First, rigid enterprisethe reaction was slow, incompatible with the reality of the difficult,to adapt t o the rapidly changing ChineseChinese market, i t i s difficultmarket; 2 is weak in marketing, product planning capacity is not stro to judge according to their marker launch t o meet consumeris d ifficultdemand and forecast products, follow the trend h as been in a passive can not satisfy market demand; Third, f ailure to grasp the situation,industry best time to transition is the Japanese home appliance compa lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causin companies tothink deeply about our nation? To take the international r“Japanese Company” to the lessons learnedand whether the enterprise ofbehind?Second, the brand strategy implementation i n China the Current Situation”Many old famous “flash in the panChinese and foreign enterprisesin the Chinese market the brand war;century, ajust grow up to be a great impact onnational brands. The last80’s brand, not being registered by trademark, i s to belittle-knownacquired, squeeze, even if the residue is hard going down really devel very limited. Here a typical case, t he last century 80s to early 90s, h eworked in air conditioning sector hit wonders of the Warburg in 1998,acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterpris caused the government to support.Since t he 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. F rom aplanned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-na organization promoting the efforts, policies m easures have greatlycities enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and otheron the Chinese famous enterprises incentives to 100 million, on Dali million Y uan, on brand-name companies have been cities for the100000yuan reward-200000yuan..Consumer40th InternationalJanuary 8th 2009 year t o January11th,theElectronics Show(CES) in Las Vegas Venetian h otel o pening. N ational enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to parin thein China CES, including manufacturers, media and spectators,exhibition hall, there are 327 exhibitors.Haier is the world’s most“TWICE” named for the authoritative consumer electronics industry mediaChinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult toHowever, we should also s ee the face of numerous products o n the market, allows consumers blurted out genuinely few domestic brands. Wit the opening up further, to a number of big companies have to squeeze i the Chinese market, Chinese market, a time filled w ith “Sony”,brands,“Coca-Cola”, “Rejoice”, “Benz” and various o ther i nternationalmany of these names foreign brands violently hitting the national braled by Haier brand, “Konka” ,China .Although the appliance industry,“Changhong” , “TCL” and other domestic brands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still“Lenovo” , “Founder” ,there competitive disadvantage; in the IT industry,’s competitiveness has improved significantly, “Great Wall” and the brandbut with Europe and the United States, Japan and other countries compain Consumer Goods market,to, brand awareness is still insufficient;companies have“P&G”, “Oliver” , “Henkel” , and other i nternationalformed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunibrands h as been inevitable,but there are a lsoand space f or i nternationalbrand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a l technology d evelopment, b rand competitiveness is not strong; b randlack of innovation and development capacity; small-scale personality,production and management, brand development lack of overall planningBrand awareness i soperations,abilityof weak exports and internationalnot strong; brand positioning is not clear, there is a large range o such as blindness. Speaking from the macro social f actors: socialsupport t he mechanisms need to be improved, p olicies and regulationspolicy, export-orientedneed to further strengthen the country’s industrialrole i n the promotion andsectors play differentpolicies for differentlimitation, the financial environment for business investment capacit market expansion ability and the important influence. The establishmen market system in China has for many years, d espite a significanthas not really adapt to thethere s tillimprovement but stillnot perfect,market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization,competition isinternationalincreasingly reflected in the brand’s competition, the overwhelmingcompanies withmajority o f the modern world famous multinationalparticular emphasis on the use of brand strategy, brand such a full ra output through the form of multinational corporations gradually occupa of the international market, it is no exaggeration to say that now, thhas achieved global strategic objectives of transnational corporations weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. B rand never be in the short t erminvented to be a long process of accumulation. Many enterprisesdo notclearly recognize this point, attempt to create a brand in a short t ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise str and the overall development of an important component of competitive strategy.The implementation of brand strategy is t o rely o n their overallquality and overall image enhancement, the need for scientificbut quit a few brand management idea and superb operational skills,poor performance a nd immediateplanner i n this regard w as particularlyimpact brand development, practical work in the emergence of many suc errors: If that job is to create a brand to take a good name to the improve product awareness, or what the product packaging; good brandvisual signs o nly; A dvertising is t he only way todrawing a satisfactorycultivate well-known brands, in addition to advertising in the mediaenterpriseproduct once formed, w ell-knownthe o ther n o attention; scalebrands on the naturally established; well-known brand is equivalent toimprove the product p rice. Some companiesprice, to be unrealisticallyeven go further in the brand Wrong Operation not hesitate to give upown brand business, with foreign companies, b rands, or to sell its ownsuch as our present more than 20 million “threebrand low-cost transfer,capital” enterprises, there 90% of the joint venture using the foreign b clean silver toothpaste factory in Ghuangzhou to 2 million yuan chea transfer to joint ventures and other brands, is one such outstanding of the terrible consequences of today has become increasinglyown brand, p roduct and intellectualdomestic enterprisesapparent-lostproperty rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market ca quickly imitated by competitors, beyond, the brand is insurmountable, and lasting competitive advantage c omes from innovation, in order to“status quo”“change” should beexpression of the core c ompetitiveness.TheBrand is t he c oncentratedbe out ofmarket is constantly changing face of any brand at any time to danger. Too much emphasis on the existing achievements, do not attach importance to innovation,leading to a lot o f brand-name “dismount”themajor reason. Coca-Cola’s former c hief marketing o fficer Sergio Z yman,the company logo products andservices are different “The brand is onlyweapon to open up the market,from competitors,is the most effectiveexcellent brand can make your product s tand out .” Products p hysical properties,quantity, price, q uality, service is very easy to imitatealso includes an competitors,Er brands, a long with the product i tself,attached product t o cultural background, e motional, consumer cognitionYong Yuan Li in the competition invisible things, so that e nterprisesundefeated. Consumer awareness deciding the fate of the brand has a di impact on consumer awareness. Brand is the difference between the markconsumer spending to enterprise important symbols isthe benchmark forbrand as the core has become a corporate restructuring and reallocati resources an important mechanism.Fourth, national enterprises in brand internationalization process o to brand positioning“quality first, winning byBacked by science and technology, establish a’s fashion elements, the outstanding quality” business philosophy, the brandindividualProduct quality is the cornerstone of creating brand. Competitivenes their products performance i n the competition for the brand, a nd brand competition while relying on the inherent quality of products. Growth the brand through a brand is the quality of a brand in the market dow also in most of a problem because of the quality. Therefore, it can b quality is the brand of life depends.In addition, enterprises should learn from successful experiences abEnterprises shouldto enhance their design a nd development capability.dare to challenge the new technology revolution to create their own br and increase m arket competitiveness; we must work hard in thetransformation.trend i n the world changes, the value o fPersonalizationhas been directly customer experience and the value of differentiationdetermined to achieve the final p roduct sales, personal s ervices are indispensable!2. To strengthen marketing, improve brand awareness, brand strategywill b e organically integrated in their overall strategy to promote theoverall development strategyThe implementation of brand marketing i s an important p art o f the strategy. By choosing the right marketing approach can be effectively to brand a household name brand, expand market share. Brand strategy not an isolated task, but the overall development strategy and busine closely related. A successful brand names more than just a brand its thing, related to business management of all major strategic decision, major strategic decisions were consciously carried out around the bra expand.3. Follow the laws of the brand design, brand image, brand and accurbrand performance a nd outstanding value emotionalmarket positioning,communicationBrand competition is not all-round competition; each brand has its market position. The basic method is not positioning to create a nov unique issues, but to manipulate what already exists in the heart, th of potential customers to buy soon tapped desire to make it into consshould take the market as guide, t echnology a s a impulse. E nterprisesmeans to adapt to changes in its requirements, such as the establishme information feedback system to collect information about changes in consumer, and constantly develop new products, provide consumers with personalized service, and meet the consumers to make their own in a go position in the competition.The world has entered the 21st century brand international competition,language into millions o fbranding has become a new internationalhouseholds. To establish the brand products in the market position esta a corporate image, is effective competition in the market means busin Brand is the core product; brand marketing is to defy the other. Ente management system must be adopted, t echnological innovation, and constantly improve the quality of products and services. At the same to increase the international competitiveness of the strategic brand r’s internationaland planning, and the comprehensive to enhance the brand competitiveness. Most Chinese enterprises in the growth stage now, br strength is weak, it is undoubted fact, however, based on industry, mwhile avoiding d isadvantages,choose the bestresources,and enterprisebrand strategy is a wise choice. Such as is now more prevalent and hreverse merger;well-known b rand o utside the company’s co-production,use the link strategy to redefine the brand image; with two or more b collaborate effectively formed alliances to improve their social accepbrand marketingof such brand. I n short choose the right brand strategy,creativety and attention to service; in order to achieve a sensationa and a strong brand impact, can the brand maintain vigor, forest stand world brand.11。
企业文化中英文对照外文翻译文献
企业文化中英文对照外文翻译文献企业文化中英文对照外文翻译文献(文档含英文原文和中文翻译)The Corporate Culture Rebuilding of E-business With the development of large-scale e-business, The E-commerce culture comes into being. It is an enterprise that produces a new value. The new integration of internal resources of the enterprises, which reduces transaction costs and improves efficiency. And it can short the cycle of production, and get many other benefits. Also it challenges on the existing corporate culture. The rise of e-commerce is a means of rapid development of technology that leads business models change. The survival of traditional economic activities, the means of operation and the management mechanisms have changed completely. The traditional corporate culture also faces a big strike.First, the Contribution to the Enterprise Value of Corporate CultureCultural phenomenon is a symbol of civilized country and a major witness of the nation. Broader culture includes knowledge, belief, art, morals, law, customs and every person as a member of the social to obtain ability and habit, including the complex whole. The survival and development of the enterprise plays an important role as a "sub culture" of the corporate culture. Corporate culture is the product of a market economy and commodity economy, embodying the objective laws of market economy. It reflects the company's competitive practices, competitive spirit and overall image. The enterprise culture is the company's management philosophy, enterprises face in whichthe social and business environment in the long-term production of business activities. And it gets all employees accept and agree to honor, which fights for a set of informal rules of success. It shows a kind of management philosophy and business practice to achieve through what kind of target. It is an important part of economic management. Corporate culture means a company's value, and these values become a norm of behavior of employees’ activities.How to increase profits, reduce costs and expenses is the origin of the corporate culture. Its meaning is how to enable enterprises to effectively integrate resources in order to achieve external flexibility and realize sustainable development in the competition. Corporate culture for the enterprises to develop cultural managementindicates a clear direction. The foreign competition environment for building highly adaptable and responding quickly to change is the final purpose of enterprise culture, according to environmental behavior capacities, which in fact is the company, owned by the external competitive environment by the needs of internal resources the ability to integrate and use. Corporate culture should promote the formation of the capacity of the system and maintain a good system. Many Chinese companies, for example, Haier, Lenovo, and so on, the secret of enterprise success is to develop a set of corporate and business philosophy that forms its own unique corporate culture.1, the corporate culture reflects the company's image and spirit. Establishing a good corporate image needs support of Modern business, from leadership to staff quality, from product quality to management facilities, from the environment to the product development, infiltrating cultural factors, and allreflecting the corporate image. Good corporate image (the "goodwill") is an intangible wealth and assets to display the "brand effect", which wins the social and public support, in line with modern public relations and marketing theory. From the modern management theory, it reflects the spirit of enterprise groups and the ideal goal, showing the direction of development of enterprises and business purposes. It is on behalf of the company's future prospects; so that every member company can voluntarily contribute to the achievement of organizational goals, from the enterprises in the fierce competition in technology press "beautiful and fragrant flowers."2, the corporate culture as in the business as a new management theory to play an extremely rebuilding role.First, creating a environment for flexible coordination of business operations, the corporate social systems as a subsystem, continuously with the surrounding environment material, energy and information exchange, social environment is relatively more objective. And enterprises need to adapt to environmental changes, researching the laws and requirements of environmental change, a clear tendency of economic development compatible with the social needs and potential demand, which improve the enterprise's various weaknesses and adjust to business strategy, creating a new corporate culture, and environment interaction to achieve dynamic balance that creates a cycle of market environment, promoting the restructuring of joint-stock company into the future state of healthy function.Second, it is conducive to the formation of the values of their all operation. The development of corporate culture as the underlying motivation, its values is the core of corporate culture.And it is a business organization and the basic concepts and beliefs. For enterprises, the core task is how the market to survive and provide consumers with appropriate products and services. The core mission of business does not automatically guarantee a corporate member with a common objective. Values established by the company code of conduct for employees defined in an extremely successful and the objective pursuit.Third, it helps to improve the all quality and foster corporation. The composition of the corporate culture includes ideology, culture, technology, culture, management culture, quality culture and entertainment culture. On the one hand, the culture of integration promotes the improvement of the quality of the entire staff. Because the influence of a common culture, the formation of a common awareness and behavior-oriented preserves and maintains the unity, cooperation, the harmony between employee relations, the objective to strengthen the unity, the overall development of the performance.3, the business culture is a kind of meaning. It is different from the surrounding environment of the enterprise as a system. Its internal mechanisms of the coordinated operation of the corporate culture can not be separated. On the one hand, a direct effect on corporate culture, employee code of conduct, professional ethics and clip point, nurture and develop the corporate culture, which improves the cohesion and solidarity, increasing employee’s satisfaction, sense of identity and belonging. On the other hand, the corporate culture of the major decisions of business, the company's long-term goals and strategies as well as the implementation of rules and regulations have not be underestimated.Second, the Building of Corporate Culture, the Need forChangeIn the 21st century, the enterprise culture of Chinese business faces multiple challenges: the arrival of knowledge economy, the corporate culture, the question ofhow to enhance the value of knowledge, knowledge workers how to deal with new issues; market-oriented reform, making the planned economy era the formation of corporate culture and old ways, old routines often fail; and the rise of network technology, but also for the birth of a new corporate culture provides a weapon. Sentence: mechanism changed, times have changed, technology has changed, so many companies are faced with reshaping corporate culture. Gerstner saved Big Blue, the first is to explicitly change the corporate culture of IBM's basic values, the creation of IBM's culture, which is "strive to win (Win)" "fast execution (Execute)" and "team spirit (Team) ". Gerstner said, " as IBM's leaders, of course you need to lead the planning and specific projects, but your responsibilities also include leading the staff, the establishment of work teams, and the creation of high-performance corporate culture." GE Jack Welch, former CEO also said: "Our vitality curve is able to function effectively, because we spent a decade in our enterprise to establish a performance culture."From our point of view of corporate culture development status, can only say that the end is still in a relatively level, the "corporate culture strategy" did not receive due attention, the cultivation of corporate culture, lack of guidance systems theory, corporate culture, most of the traditional culture in the enterprise the epitome of such enterprises often lack vitality, dead, suffering from a lack of excellent sense, may be severe centrifugal serious. Overall there are more defects in our corporate culturephenomenon with error, our corporate culture common errors are:1, the phenomenon of cultural obscurantism. Such phenomenon is common in those autocratic leaders or operational problems of the enterprise. Performance of the leaders of the extreme stress on certain cultural values, education and means to promote radical. It is because the causes of most of the leaders hope to achieve within the enterprise.2, no cultural phenomenon. Usually presents companies have a very strict system and the various rules and regulations. The system provides for employees to do and not do, but there is no clear cultural ideas and values advocate, neglect of education and training of employees. Such phenomena generate up to industrial manufacturingcompanies, most of the causes of quality is not high because the leaders themselves, or lack of understanding of corporate culture. Or want to cover up some kind of cult of the individual facts. Such enterprises are usually easy to produce leaders of the blind worship or silent on the situation.3, the ideal culture phenomenon. It is common in those with young people as the main force of the emerging entrepreneurial companies. Manifestations of these companies will make some unrealistic ambitions and cultural ideals, its advocacy of the concept will be a kind of beyond the enterprise to transform the world's sense of mission. "Great and empty," the slogan of the people beyond the reach; grand, lofty goals often lack a unified real objective basis. Most of the causes of such phenomena is that leaders have too lofty ideals and the lack of work basket for fruits of the spirit. Performance of the majority of such employees are passionate emotion, but may have overlooked the immediatesituation and today what to do evil.In addition, many corporate culture inhibits the human personality, in the enterprise is only concerned about people's "collective", denied the people's imagination and creativity, produced under the concept of small-scale production of "collectivism", it is difficult to form business cohesion.Now the competition is intense, and survival of the fittest as the new rules of the game, our company's corporate culture than the United States, Japan has lagged behind many, if not catch up now, defeat in the competition will be inevitable. Therefore, the new corporate culture and change the shape of a project is China's enterprises not wait for new topics.Third, the age of electronic commerce to shape and change our corporate culture, the idea of1, analysis of internal and external factors, refined culture and a culture of innovation speedIn the era of e-commerce business to choose what kind of a core value is to create the most important issue of corporate culture. Information economy is the "speed economy", the speed has become a tool to improve competitiveness. The emergence of the Internet makes the world changes faster and faster, can be described by leapsand bounds. Internet-based e-commerce can thus quickly understand market information, quickly and easily collect customer needs, extensive product information, complete the online transactions in real-time settlement, a large number of business activities can be instantaneous, the production efficiency has been greatly to improve. In short, information technology and network technology makes extensive use of e-commerce enterprises to enter the market, the threshold can begreatly reduced. Now the world is talking about innovation, because in today's economic environment, the only constant rule is everything is changing. In this regard, any organization or business if you do not always change and innovation, it is impossible to maintain their competitive advantage. "No innovation, on the death", innovation has become a corporate existence and development of important, and that only through its own innovation and certainty in order to deal with the uncertainty of rapid change. In the information context, the role of innovation has been an unprecedented strengthening, and sublimated into a social theme. In the age of electronic commerce, innovation has become the source of the vitality of enterprises, the traditional production scale, cost advantages and other factors will not decide the future, companies only through continuous innovation to survival and development. Conservative and conservative, is simply not in the fierce market competition based on the enterprise in the future in order to have a place in the global competition, we must break through the traditional idea of imprisonment and mindset, bold innovation, firmly grasp the ever-changing business opportunities.2, new ideas, to shape employee behavior.Shaping the behavior of employees is a corporate culture an important part. For those who play the leading role in e-commerce companies, the most is neither a shortage of raw materials, nor money; neither the technology nor the emerging markets, but lack of talent. The twinkling of an eye and talent for the future to plug the wings of imagination. ? McKinsey & Company, president of the United States Ed Michaels said: "is not difficult to raise funds, a smart business strategy can be imitated.Technology half-life has been shortened for many of today's companies, talent is the primary competitive advantage factor. " Today, managers realize that in today'seconomic globalization, e-commerce and network speed of the global market, ownership of talent from the established elite business decisions quickly is critical. E-commerce businesses depend on employees' ingenuity and initiative to make closer to consumers, the decision to market faster response.E-commerce, focusing on service, but electronic means. E-commerce can also be said of electronic services, the Internet to the service of humanity, the core service is not technology, but the corporate culture, quality of the staff; Internet economy is the service economy, rather than the technical and economic, the network platform for consumer transactions, environment is not a merchandise display; manufacturers not simply suppliers or vendors, but service providers, who have better service than anyone else, who earn more money.In the new e-commerce environment, the most successful companies in the past only to give new employees to enjoy the respect of customers: their equality through the creation of an elite management system to meet the employees engaged in meaningful work and the desire to create wealth. They generously reward employees for good performance, not just cash, but also allow them to have ownership of enterprises, 3, the leader personally, keep valuesIn decision-making behavior in e-commerce businesses, innovation is very important. First, the organizational structure to be from the original pyramid, top-down, hierarchical control structure of the network to the new organizational structure transformation. Second, the management focus from capitalmanagement to knowledge management. Knowledge management is the use of collective wisdom to improve responsiveness and innovation. Third, the new management ideas and methods are emerging. In the information age and network conditions, the new economy and created many new management ideas and management methods, such as flexible manufacturing, distributed manufacturing, agile manufacturing, business process reengineering, learning organizations, manufacturing resource planning and other new ideas and new methods .The founder of e-business and business operations will encounter variousunexpected difficulties and frustrations: such as financial risk, trading risk, and increasingly competitive market, if subjected to any eventuality, no toughness will completely collapse. Therefore, entrepreneurs should be afraid of failure, afraid of setbacks and indomitable courage, devotion to the cause should be, afraid of risk, risk-taking spirit.电子商务企业文化重建随着网络时代电子商务大规模发展，电子商务企业文化随之产生，它在一个企业产生一种新的价值观，使企业内部资源得到从新整合，在为企业降低交易成本，提高效率，缩短生产周期等诸多好处的同时，也对已有的企业文化发起了挑战。
企业文化建设外文翻译文献
企业文化建设外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Enterprise culture:necessary in promoting enterpriseSteven CarterThe paper investigates the effects of the Zimbabwean national culture on enterprise development. In-depth interviews were carried out with fifteen entrepreneurs and seven members of the community whose role was to support entrepreneurs. It was established that the national culture impeded enterprise development and the factors identified are: bad debt culture, let's-pull-him-downsyndrome, dependency syndrome, high living, and absence of role models, refusal to accept entrepreneurship, employing relatives and poor quality goods and services. To promote enterprise development, countries need to identify factors that make up the national culture. The paper also identifies the desired enterprise culture.INTRODUCTIONEarlier research on enterprise development mainly focused on the personal characteristics/traits of the individual, such as the need for achievement, locus of control, the ability to take risk, etc (McClelland, 1962; McClelland and Winter, 1969; Bellu, 1988; Rotter, 1966). Curran (1994) argued that traits alone were inadequate to explain entrepreneurship, and some found no direct link between traits and entrepreneurial behaviour (Bird, 1988; Guth, 2001). Hence, further research moved on to considering the environmental factors (political, cultural, economic, regulations and policies) that affect enterprise development. It was argued that countries desiring to promote enterprise development need to address these environmental factors (Telantino, 1995; UNCTAD, 1995; Gnyawaii, 1994; Bird, 1989; Chell, 1985; Vaselainen, 1999).Enterprise development has been viewed as a means of reducing unemployment, easing other social problems and as the best way of creating wealth in a country (Nolan, 2003; Storey, 2000). As a result of the above reasons, both developing and developed countries have embraced enterprise development.Like many other countries, Zimbabwe has run enterprise development programmes, created and adopted policies aimed at creating a conducive environment for enterprise development. Unfortunately, the efforts to promote enterprise development in Zimbabwe have not been successful(Mlambo, 2000; UNDP, 2000).The paper explores the factors that make up the Zimbabwean national culture relating to enterprise development. It also establishes the effects that these factors have had on enterprise development.LITERATURE REVIEWCulture is defined as a set of historically evolved, learned values, attitudes and meanings shared by the members of a given community, that inlluence their material and non-material way of life (Tayeb, 1988). These evolve through different stages of socialisation, through institutions like family, religion, formal education etc. It was further asserted that different cultures influence enterprise development differently (Hofstede, 1991). Furthermore, others believe that the national culture should be included when discussing enterprise development of the country (Wortzel, 1997; Morrison,2000). For example, it was believed that enterprise development success in USA was as a result of its culture that promotes individualism (De Pillis eta/, 1998; Wong, 2001), while failure of enterprise development in Ireland was as a result ofa culture that promotes conformity to the status quo (DePillis, 1998). In India, enterprise development encountered problems due to a culture that promoted spiritual harmony and acceptance of destiny (Dana, 2000). Similarly, entrepreneurship has not succeeded in countries where it has a bad image, where entrepreneurs are viewed as greedy, unkind, thieves, exploiters of people etc (Joyant and Warner, 1996; Morrison, 2000; Bateman, 1997). On the other hand, entenrise development succeeds in a nation that embraces it, where it is viewed as a noble way of life and especially where failure is not demonised by the society (Morrison, 2000; Wong 2001; De Pillis, 1998; Nolan, 2003). Enterprise success has also been recorded in countries where there are role models who would inspire others (De Pillis, 1998). Role models can even be members of one's immediate or extended family (Gibb, 1996). Therefore, countries can attempt to promote enterprise development by accepting and elevating the societal rolemodels and raising the practical support given to entrepreneurs (Raynolds, 1991; Specht, 1993).Entrepreneurs who enjoy 'high-living' at the expense of their enterprises have difficulties in succeeding (Spring, 1998). In both developed and developing countries, some graduates dislike being associated with working for Small to Medium Enterprises (SMEs) and self-employment. This makes it difficult for some countries to promote enterprise as it is not accepted by the very people who have the best capacity to succeed as business people and Morrison (2000) argues that formal education system is to be blamed for producing conformists and not entrepreneurs. To address this, Stevenson (1996) argues that entrepreneurship should be taught from a young age, in schools and colleges.Meyanathan (1994) demonstrated the difficulties in promoting enterprise in a country that favours a certain group of people over others; because the ones favoured will develop a sense of entitlement, whilst the neglected resent the entire system.Literature researched has discussed different aspects of culture that have affected enterprise development, but there has not been a comprehensive catalogue of these factors that make up a national culture relating to enterprise development. Hence, this paper explores the factors that make up the national culture, and, in particular, those relating to enterprise development in Zimbabwe.RESEARCH METHODThe paper seeks to explore and explain the cultural factors that have negatively affected enterprise development in Zimbabwe. There is need to answer the questions, what are the national cultural factors that have affected enterprise development in Zimbabwe, how have they affected it and why? Hence, an interpretive approach was adopted (Carson, 2001). Within interpretivism, a qualitative research approach was used. This approach allows the inclusion of tacit knowledge and experience of the researcher throughout the research process. Based on the qualitative research method,non-probabilistic (purposeful) sampling was carried out, where the respondents pointed the researcher to the next respondent (Remenyi, 2001).This is called snowballing.The sample was made up of twenty-two respondents (elites). All respondents were 'elites' chosen for their expert knowledge (Remenyi,1998; Lincoln and Guba, 1990) of enterprise development in Zimbabwe.Among them were fifteen entrepreneurs and seven respondents whose occupations or activities supported entrepreneurs. The purpose for sampling the other seven'elites' was triangulation (Remenyi, 1998;Lincoln and Guba 1990; Carson 2001). There was needed to get a different view from that of entrepreneurs, that is, those who supported the work of entrepreneurs (from financial organisations, development and training organisations and the government). These respondents had supported entrepreneurs through financing, training etc. for at least six years. All entrepreneurs interviewed were business people who had started and managed their enterprises for more than six years.Consistent with this research approach, face-to-face in-depth interviews were carried out using an interview guide. The interview guide was based on the themes that had been obtained from literature and needed further exploration. Respondents were asked to identify and discuss all factors they believed had negatively affected enterprise development in Zimbabwe.The collected data was analysed using the thematic analysis, as described by Miles and Huberman (1994), and Wengraf (2001). The research was conducted in two phases. The initial phase culminated in establishing a list of cultural factors that have affected enterprise development. After the first round ofinterviews with the 22 respondents, their responses were analysed. The results were then subjected to further scrutiny by nine respondents who had taken part in the first round of interviews, and who were hence familiar with this research and considered able to provide the sound scrutiny. Furthermore, a programme that was established to promote enterprise development was also evaluated as a way of triangulation. It was a way to find if there was any convergence on the cultural factors mentioned by the entrepreneurs as having negatively affected enterprise development and those that had affected the programme. Therefore, the second round ofinterviews and an evaluation of the enterprise developing programme were to provide further verification, a way of improvingtrustworthiness and rigour.The research methodology adopted allows the researcher to use tacit knowledge and experience throughout the process; hence there will be instances (in presenting the findings) where some assertions are not sourced,but are attributed to the researchers' knowledge and experience of Zimbabwe.Consistent with the research method, in presenting findings of this research, a summary of the respondents' views is provided and to emphasise this position some quotations are included in the text and a sample of others can be found in.One respondent said: remember, our culture does not necessarily promote people who succeed. Success is not very much part of our culture.From the respondents' point of view, one of the reasons why enterprise development did not flourish in Zimbabwe was its national culture.The factors that make up the Zimbabwean national culture and have negatively affected enterprise development are: bad-debt culture, absence of role models, let's pull-him-down syndrome, dependency syndrome, poor quality goods and service delivery, refusing to accept entrepreneurship as a way of life, employing relatives (kith and kin) and high living.The above factors will now be elaboratedBad-debt CultureOne entrepreneur said: people do not payback because there is bad debt culture; it is bad debt culture, which we need to jight. United Merchant Bank (UMB) went under, it went down because people were not paying back, though the owner had wanted to help fellow indigenous people.Although some respondents held this view, it should be noted that non-payment was not the only reason why UMB went into liquidation.UMB was established at the height ofindigenisation and by an indigenous entrepreneur. UMB considered itself a champion ofindigenisation and accused the traditional multinational banks of failing to support indigenous entrepreneurs. On a weekly basis, this bank advertised in the national press, the need to indigenise and made the accusations mentioned above.According to UMB, the traditional banks' lending conditions were too strict and their demands could not be easily met by most indigenous entrepreneurs; for example,collateral and own contribution. Consequently,UMB urged them to follow its example of relaxing the borrowing requirements, where collateral was less emphasised than other aspects likeproject viability and management. As a result, good project proposals (on paper) were produced, received funding; unfortunately, money was not paid back and without collateral the bank could not recover its debts and it went into liquidation. As a result, depositors' funds were lost. In short,UMB did not follow prudent lending practice; hence, it is as much to blame as the borrowers who failed to pay back. UMB failed to take into cognisance the bad-debt cultural dimension among its borrowers.Enterprise Culture: Necessary In Promoting EnterpriseThere has been ample evidence to support this assertion. The research established that in 1992, the government made available Z$100 million to support indigenous businesses and the default rate for this money was about twenty eight percent (28%). In 1994, the government provided $400 million for indigenous enterprises and the default rate for this facility was about thirty two percent (32%). In 1997, the World Bank and the government made another 2$700 million available and the default rate was about thirty one percent (31%). In 2000, the government availed 2$4 billion as a revolving fund for enterprise development and by 2002 0nly $2billion could be revolved, the rest was lost to bad debtors. There are other examples, where certain individuals have borrowed from banks and not paid back. For example, Mr. Sibanda (not his real name) who is now a well known property mogul in Zimbabwe; has borrowed huge amounts from different banks to buy several companies (one company was a shoe making company, another manufacturing conglomerate, bought shares in a cement making company and others) and has been a bad debtor. Through his property developing company, he developed properties using borrowed money from a building society and did not pay back. The building society later on went into financial difficulties (not necessarily because of him alone) and had to be rescued by the Central Bank.The aspect of bad debt culture relates to the fact that entrepreneurs likeborrowing, but not paying back what they borrow. It was established that those who lend to the entrepreneurs face major challenges in collecting their debts from the borrowers. Respondents believed that many entrepreneurs are under the impression that one can borrow but not necessarily need to pay back. As a result of this culture and resultant behaviour, some programmes (including donor money mentioned above) that lent money to SMEs have had high default rates.Date Source: Steven Carter.Enterprise culture:necessary in promoting enterprise;less- ons from enterprise development in Zimbabwe[J]. Journal of Enterpring Culture,2006 (3):P177-198译文：企业文化：促进企业的必备要素史蒂文·卡特本论文研究的是津巴布韦国家文化对企业发展方面的影响。
企业文化建设外文献综述
企业文化建设外文献综述IntroductionIn order to succeed in today’s highly competitive business environment, companies must not only have a good product or service, but also a unique corporate culture that sets it apart from its competition. Corporate culture is the set of shared values, attitudes, behaviors, and beliefs that characterize an organization and shape its identity and personality. Therefore, building and maintaining a strong, positive and effective corporate culture has become an essential priority for companies around the world.This paper reviews some of the key literature on corporate culture, its importance, and the ways in which it can be built and sustained within an organization.The Importance of Corporate CultureCorporate culture plays a critical role in the performance and success of a business. In particular, it creates a shared sense of purpose, motivates employees to work together towards a common goal, and establishes a framework for decision-making and action. A positive corporate culture is also a key factor in attracting and retaining top talent.According to research, companies with strong corporate cultures tend to be more innovative, enjoy higher employeesatisfaction, and achieve better financial performance than those without. Positive cultures also help to foster greater loyalty, productivity and commitment among employees, which ultimately translates into higher levels of customer satisfaction, improved brand recognition, and increased revenue.Building a Strong Corporate CultureBuilding a strong corporate culture is a process that requires time, effort, and commitment. However, it is also an investment that can pay huge dividends in the long run. Here are some key steps that companies can take to build and maintain a strong corporate culture:1. Clarify and communicate the values of the organizationThe first step in building a strong corporate culture is to identify and communicate the values that define the organization. This involves articulating the mission, vision, and purpose of the company, and establishing a set of guiding principles that align with these goals. This can be achieved through various methods such as training programs, team-building exercises and regular communication.2. Lead by exampleLeadership plays a key role in shaping and reinforcing corporate culture. Leaders should be visible, accessible and approachable, and should expect the same of their employees. They should model the behaviors and attitudes they want to seein others, and hold themselves and others accountable for upholding the values of the organization.3. Create a positive workplace environmentA positive workplace environment is essential for nurturing and sustaining a positive corporate culture. This includes fostering open communication, promoting collaboration and teamwork, and providing opportunities for professional development and growth.4. Celebrate successesCelebrating successes is an important part of maintaining a positive corporate culture. This can be done through recognition programs, award ceremonies, or team-building outings. Celebrating successes not only recognizes the hard work and achievements of individuals and teams, but also reinforces the values and norms of the organization.ConclusionA strong corporate culture is a vital part of any successful business. It establishes a framework for decision-making and action, motivates employees, and ultimately drives the success and growth of the organization. Building and maintaining a strong corporate culture requires commitment, effort, and investment, but the benefits are significant and long-lasting. By clarifying and communicating the values of the organization, leading by example, creating a positive workplace environment, and celebratingsuccesses, companies can establish a unique, effective, and enduring corporate culture that sets them apart from their competition.。
企业文化建设英文版
企业文化建设英文版1. IntroductionCorporate culture is a crucial aspect that defines the identity and success of an organization. It encapsulates the values, beliefs, and practices of an enterprise thatultimately shape its behavior, performance, and reputation. A strong corporate culture contributes to employee engagement, satisfaction, and retention while fostering a positiveworking environment. This article will explore the importance of corporate culture, key elements, and strategies to build and sustain it for long-term growth and success.2. Importance of Corporate CultureThe significance of corporate culture lies in its ability to differentiate an enterprise from its competitors. It isthe unique set of values and beliefs that driveorganizational behavior, decision-making, and actions. A positive corporate culture can enhance employee collaboration, loyalty, and productivity while promoting a positiveperception among customers, stakeholders, and investors.Moreover, corporate culture plays a pivotal role in attracting and retaining quality talent. A company with apositive work environment and supportive culture is likely to attract top performers who prefer an organization that aligns with their values and goals. Additionally, a robust corporate culture resonates with customers and enhances brand reputation, inviting more business opportunities and growth.3. Key Elements of Corporate CultureEffective corporate culture is built on a foundation of key elements that embody the values, vision, and mission of an organization. These elements include:3.1. LeadershipLeadership is critical to establishing the tone and direction of corporate culture. Leaders should lead by example, communicate vision, and reinforce values through their actions and behavior.3.2. ValuesCorporate culture is built on a set of shared values that reflect the core beliefs and principles of an organization. These values drive behavior, actions, and decisions and are essential in creating a positive work environment.3.3. CommunicationEffective communication is crucial to maintain transparency, clarity, and teamwork within an organization.It fosters a collaborative atmosphere and promotes a sense of ownership and involvement among employees.3.4. Recognition and RewardsRecognizing and rewarding employees for their accomplishments and contributions reinforces positive behavior and motivates them to perform at their best.4. Strategies for Building Corporate CultureBuilding a positive corporate culture requires astrategic approach that involves the active participation and support of employees at all levels of the organization.4.1. Define Company ValuesThe first step in building an effective corporate culture is to define company values that align with the mission and vision of the organization. The values should be communicated clearly and consistently to every employee.4.2. Hire for Cultural FitHiring employees that fit the values and culture of the organization is essential. Cultural fit enhances employee engagement, performance, and longevity in the organization.4.3. Encourage CollaborationEncouraging collaboration among employees fosters teamwork, enhances creativity, and promotes a supportive working environment. It also helps to build social bonds that strengthen relationships among employees.4.4. Support a Work-Life BalanceSupporting a work-life balance improves employee satisfaction, reduces stress, and promotes overall well-being. It also enhances employee loyalty and retention.5. ConclusionCorporate culture is a critical determinant of an organization's success, and it requires active participation and support from all levels of the organization. A positive corporate culture enhances employee engagement, loyalty, and productivity while promoting a positive brand image. Building a strong culture requires defining shared values, encouraging collaboration, supporting a work-life balance, and rewarding employees for their contributions. With a committed effortfrom the leadership team and employees, a positive corporate culture can lead to sustainable growth and long-term success.。
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文献信息: Thompson M. The research of enterprise brand culture construction [J]. Marketing Theory, 2015, 12(05):41-51.原文The research of enterprise brand culture constructionThompson MAbstractBrand culture is a culture trait in all the cultural phenomenon of brand of sedimentary and brand activities. Brand belongs to the category of high-cultural value, is the unity of the physical form and spiritual form, and is the combination of modern social and cultural value orientation. Enterprise brand culture is an important part of enterprise culture and enterprise culture including spirit culture, system culture, marketing culture, marketing and brand culture is the culture of a kind of expression form, is the enterprise culture construction of high-level pursuit. An enterprise has its own corporate culture, but does not mean that the brand culture, brand culture is the enterprise after years of efforts, the brand gain greater advantage in the market competition and influence.Keywords: Corporate culture; Brand culture construction; Development strategy1 IntroductionMarlboro (Marlboro) President Maxwell declared: "the brand is one of the biggest enterprise assets, the enterprise brand as the depositor's account, you are constantly in its value in the advertisement, and you can enjoy its high interest rates.”Coca-Cola Company a manager declared: "if Coca-Cola all factories overnight is destroyed by fire, but it can quickly back to life. Because Coca-Cola brand can make any company bonanza, by this you will get to the bank loan, come back to life. "Above all, the brand is a huge intangible assets, has is immeasurable power and very high social value and of great economic value.2 The necessity of brand culture constructionModern commercial society, enterprises pay more and more attention to the shaping of the brand. In the process of business development marketing, into the brand culture connotation, make it more with rich cultural atmosphere, improve thelevel and cultural value of goods, and thus have a huge economic effect and social significance.2.1Enhance the competitiveness of the enterprise brandIn the modern business, using the cultural connotation to participate in the competition can bring twice the result with half the effort. Then decide what is the basis for successful competition, why do some products can be in an impregnable position in the market, and some enterprise product was good, but is the occupation of the market. This surface is the price problem or quality problem, but in essence is the enterprise brand culture construction problems. Because enterprise brand culture determines the people's way of thinking, then decided to the enterprise business philosophy, goals, strategies, tactics and methods, etc. As a result of the enterprise brand culture gap, can form the gap between business strength. Therefore, only by establishing the correct values system, form a competitive brand culture of enterprise, to guarantee the brand enterprises in the competition. In today's world economic competition, the surface is the competitive products and services, is a deep layer management of competition, and then a deep layer is the competition system, and the deeper cultural competition. No cultural taste of enterprise, is the lack of the vitality of enterprises; No cultural flavor of the product, is behind The Times, is not popular with the consumer products. Brand is the deep culture, brand is a symbol of wealth, famous brand marks the social status, brand to prove the quality, and brand is the culture. Investigation showed that both residents consumer goods market and durable consumer goods market, its concentration is very high, the sum of the top 10 brands share is in commonly 70 ~ 80%.Consumers have to shift from simply pay attention to the matter of consumer brand utility to pay attention to consumer goods material function outside the other utility. Quite a number of consumers started from the "goods" to enter the stage of "brand consumption", the brand culture is born, brand competition is transferred to the enterprise brand culture came up, the connotation of brand culture more rich, more lasting, associated with people's thought life, the greater the brand competitiveness is stronger, and the stronger the brand enterprise competitiveness. Therefore, the brand culture is to enhance the brand competitivenessof the enterprise.2.2 Integration within the enterprise cohesion and competitivenessThe competition and development of the modern enterprise, the person has played a decisive factor, brand culture shape, is a values between internal decision makers, employees, society, the essence of management view and behavior standards, unified integration process, in the form of visual understanding through communication, interaction, mutual inductance, thus the enhancement enterprise's cohesive force and fighting capacity, promote the spirit of teamwork and progress. Brand culture is the enterprise product or service brand image, the manifestation of social values. The so-called "faithful" and "table" is the company's brand image, "in", is the core of the internal management staff, "table" and the thought of "in the" cultural value orientation is unified. Through the fusion of culture, can make well management and staff together, for the company for the society to create huge economic value and social value. McDonald's is no matter in which country or area of business development, insist on promoting construction company internal family happiness, the family culture, emphasizes equality and teamwork of the concepts of family affection, blame, let employees feel is a kind of warm loving together create the pursuit of the relationship.2.3 Cultivate staff quality and image of the goodBrand culture is the core of brand management idea, behavior standards, packaging unified visual identity. Is an important role on the cultivation of the quality of employees, such as solidarity, honesty and service production, sales, service functions? Employee is responsible for the brand, all the business activities on behalf of the company's brand image. behavior so that employees must conform to the company's brand culture connotation extension features, such as cosmetic skin care products series "kose", such as "Maybelline", when strengthening brand of beauty and fashion culture, pay more attention to the staff in the thought, language, behavior, good communication with customers, and the exercise of service quality, make customers feel personalized quality service in the process of consumption.2.4 Build the brand of good nature and strong expansion driveBrand value is embodied in the marketing management play a convey of cultural thought, is the nature of goods or services. Thinking of "science and technology people-oriented" brand culture, also expressed the inner "people-oriented, science and technology as the core, to fashion culture as the direction of" the world of modern culture management idea, thus in the process of development, always full of brand personality expansion drive and cultural dissemination of permeability.2.5 Brand of quality servicesBuild brand service is one of the important means to participate in market competition, is also a merchant's a tidy intangible assets. To build the brand service, the best method is to use the enterprise brand culture. Scholars LuKeHeng say ": American culture exists in the thoughts, emotions and responses of various industries has fixed mode, and spread it can be got through symbols. Culture constitutes the achievement of groups have distinguishing feature each, these achievements include they manufacture all kinds of concrete forms. Therefore, services such as to enterprise brand culture as the guidance, and participate in the competition of service, will createa successful brand service.3 The development of enterprise brand culture3.1 Fully aware of the development of brand culture strategic positionBrand culture's strategic position depends on the culture in the process of shaping brand value. As is known to all, the brand value depends on the brand product of social trust and loyalty, the higher consumer loyalty of products, the higher brand value. To maintain consumer trust and loyalty of the product, the upgrading of products is inevitable, but volatility is lesser, product development and upgrading of the guidance of culture to maintain certain stability. The stability of culture is the core of the product development, in the brand core value in the process of dominance; the key idea is the leading product value. American scholar Stephen king pointed out that ": the product is produced in the factory, the brand is what consumers buy, a product can be imitated by competitors, but the brand is unique, products become obsolete soon fall behind, and successful brand is enduring, its core brand culture". At the same time, the strategic position of brand culture reflected in the cultural positioning theauthority of organization, in foreign enterprises, determine the enterprise culture and brand culture of the organization of the board of directors, is the highest decision-making authority of the enterprise, decides the company management policy, strategy, etc., the authority of decision-making authority decides the brand culture in the enterprise management status, only know fully in place, they can better do a good job of the brand culture development. Given the current our country enterprise awareness of the brand culture is not yet in place, strengthen the enterprise core management of brand culture understanding, establish its strategic position, is particularly important.3.2 Shape under the same brand hierarchy culture systemEnterprise in a single brand for all product sales, should according to different product quality, the formation of hierarchical culture system. The cultural system consists of the values and brand series products of cultural values, mainly the core brand values, is the basis of product series of cultural values, plays a controlling role, its scope involves product development philosophy, marketing theory, organization operation pattern, is the core of the brand value, the key to segment the consumer market. Series of cultural values of the products is in the Lord, according to the characteristics of the product on the basis of brand culture, the development of niche value concept, has distinct features and different products cultural value should be obvious difference, it is divided into the basis of product quality. To the hierarchy of cultural system, enrich the connotation of brand culture; widen the breadth of culture, to expand the depth of the brand.3.3Establish a professional brand culture development organizationBrand culture in the core position in the brand development process, the decision enterprise must set up special organizations responsible for the management of brand culture development, the status of the agency must be in the strategic level, is the enterprise decision-making institutions directly under the leadership of the development institutions, the personnel structure must be involved in decision-making, management, product development and design department, sales department, etc., is a combination of collective wisdom. Should maintain the independence of the agencybusiness at the same time, to avoid the interference of day-to-day business management, design and develop independently. In the concrete implementation of brand culture development business, should strengthen the study of consumer behavior, grope for the consumption law of consumer groups, is characteristic of enterprise product brand development idea is put forward.译文企业品牌文化建设的研究Thompson M摘要品牌文化就是指文化特质在品牌中的沉积和品牌活动中的一切文化现象。