Brand-Leadership品牌戰(zhàn)略大學(xué)畢業(yè)論文外文文獻翻譯及原文

1、畢業(yè)設(shè)計（論文）外文文獻翻譯文獻、資料中文題目：品 文獻、資料英文題目：Brand Leadership文獻、資料來源：文獻、資料發(fā)表（出版）日期： 院（部）:專 業(yè)： 班 級： 姓 名： 學(xué) 號： 指導(dǎo)教師：翻譯日期： 2017.02.14外文翻譯:品牌戰(zhàn)略原文來源： Aaker, David A.; Erich Joachimsthaler （2000）. Brand Leadership.New York: The Free Press. pp. 1- 6. ISBN 0-684-83924-5.譯文正文：品牌管理是營銷技術(shù)應(yīng)用到具體產(chǎn)品，產(chǎn)品線或品牌。它旨在提高產(chǎn)品的認知價值給 客戶，

2、從而提升品牌特許經(jīng)營和品牌資產(chǎn)。營銷人員認為這是一個隱含的承諾，一個品牌， 人們的生活質(zhì)量水平來從一個品牌預(yù)期將繼續(xù)與購買相同產(chǎn)品的未來。這可能會增加決策與競爭產(chǎn)品相比更有利的銷售。它也可能使制造商收取更多的產(chǎn)品。品牌的價值是取決于它的利潤總額為制造商產(chǎn)生。這可能導(dǎo)致從增加的銷售和價格上漲的組合，或降低銷售成本（銷貨成本），或更有效的營銷投資。這些增強功能全部可以提高一個品牌的盈利能力，因此，“品牌經(jīng)理”往往攜帶一個品牌的P和L （損益線管理責(zé)任制）的盈利能力，相比之下，市場營銷人員經(jīng)理的角色，這是分配給上述預(yù)算，管理和執(zhí)行。在這方面，品牌管理通常是在組織視為一個單獨比市場更廣泛和更戰(zhàn)略性的作

3、用。由Interbrand和Business Week公布的每年最具價值的品牌名單中可以發(fā)現(xiàn)， 公司的市場價值通常是由品牌決定。麥肯錫公司是一家全球性咨詢公司，在2000年的研究表明，相對股東比較弱的品牌，實力雄厚則品牌產(chǎn)生更高的回報。兩者合計，這意味著，品牌 嚴重影響股東價值，最終品牌的首席執(zhí)行官需要對其負責(zé)任。管理學(xué)科的品牌開始了在寶潔公司的PLC乍為一個由NeiI閣下麥克爾羅伊著名的備忘錄的結(jié)果。品牌管理原則一個好的品牌名稱應(yīng)：受商標法保護。朗朗上口。容易被記住。容易被識別。在該品牌可以使用的范圍內(nèi)很容易被翻譯成當?shù)卣Z言吸引眼球。引出產(chǎn)品的優(yōu)點（如：易關(guān)）提升公司或產(chǎn)品形象。競爭環(huán)境下區(qū)

4、分產(chǎn)品的定位。有一個突出的品牌集團。品牌的種類優(yōu)質(zhì)品牌經(jīng)濟品牌個人品牌系列品牌企業(yè)品牌的功能讓消費者對產(chǎn)品來源的鑒定，責(zé)任分配到產(chǎn)品制造商，風(fēng)險減速器，搜尋成本減速器， 象征設(shè)備，質(zhì)量信號。識別手段，以簡化處理或追蹤，法律上保護獨特的功能，信號的質(zhì)量水平，以滿足客戶的手段，賦予獨特的團體，競爭優(yōu)勢，經(jīng)濟回報源代碼產(chǎn)品的手段。品牌架構(gòu)由一個公司擁有相互關(guān)聯(lián)的不同的品牌是品牌架構(gòu)。 該公司支持許多各有自己的名稱和 表現(xiàn)形式不同的產(chǎn)品品牌， 而公司本身仍然不被消費者注意到。 寶潔公司被許多人視為是一 個具有創(chuàng)造很多產(chǎn)品品牌，如汰漬，幫寶適，象牙和潘婷等有關(guān)的消費品牌例子。母體是依賴于品牌的產(chǎn)品品牌，

5、如萬怡酒店（產(chǎn)品品牌酒店）（母品牌名稱）。認可品牌得益于其母體的地位，從而憑借一些市場推廣母體的所有品牌廣告與品牌節(jié)省費用。第三種品牌架構(gòu)模型是最通常被稱為“企業(yè)品牌”。而母品牌是所有產(chǎn)品的使用和攜帶這個名字，所有廣告用同一個聲音說話。這方面的一個品牌架構(gòu)很好的例子就是英國的維珍 集團。品牌管理技術(shù)公司有時要減少他們的品牌，市場的數(shù)量。這個過程被稱為“品牌的合理化?！?一些公司往往比規(guī)模經(jīng)濟創(chuàng)造更多的品牌和產(chǎn)品品牌的變化不會將表明。有時，他們將創(chuàng)建一個特定的服務(wù)或產(chǎn)品品牌的市場，他們?yōu)槊總€目標。在產(chǎn)品品牌而言，這可能是獲得零售貨架空間（和減少量的貨架空間分配給競爭品牌）。公司可以決定他們的合理

6、化不時品牌組合，以爭取時間生產(chǎn)和營銷的效率，或者合理化重組計劃的一部分，作為一個公司的品牌組合。品牌經(jīng)理的一個經(jīng)常性的挑戰(zhàn)是建立一個一致的品牌，同時保持其新鮮和相關(guān)信息。 一個舊的品牌標識，可能是未對齊，以重新界定目標市場，一個公司的愿景聲明重申，重新使命聲明或公司的價值觀。品牌的身份也可能失去他們的目標市場，通過人口結(jié)構(gòu)的變化共鳴。重新定位一個品牌（有時稱為更名），可能有些品牌資產(chǎn)的成本，并能迷惑目標市場，但理 想情況下，一個品牌可以被重新定位為杠桿，同時保留現(xiàn)有的品牌資產(chǎn)。品牌定位是一種蓄意的方式與品牌，在內(nèi)部和外部。最重要的原動力這一強大的品牌更多的關(guān)注力是全球化的步伐加快。這導(dǎo)致了在一

7、個日益嚴峻的市場競爭在許多情況。一個產(chǎn)品的優(yōu)勢已不再足以保證其成功本身?？萍及l(fā)展和增加速度較快，而仿制品在市場上打開了產(chǎn)品生命周期已大大縮短。其結(jié)果是，與產(chǎn)品相關(guān)的競爭優(yōu)勢盡快成為具有競爭力的先決條 件的風(fēng)險轉(zhuǎn)化。基于這個原因，越來越多的公司正在尋找其他更持久的競爭工具，如品牌。挑戰(zhàn)有與目標設(shè)定為一類相關(guān)的一些挑戰(zhàn)。品牌經(jīng)理有時會限制自己設(shè)定目標，財務(wù)和市場表現(xiàn)。他們可能沒有問題的戰(zhàn)略目標， 如果他們覺得這是高級管理人員的責(zé)任。大多數(shù)產(chǎn)品級別或品牌經(jīng)理限制自己設(shè)定短期，因為他們的補償方案， 旨在獎勵短期行為目標。短期目標應(yīng)被看作是實現(xiàn)長期目標的里程碑。產(chǎn)品級別管理者往往沒有足夠的信息來構(gòu)建的戰(zhàn)

8、略目標。這是有時很難轉(zhuǎn)化為品牌或產(chǎn)品類別的企業(yè)級水平的目標。在一個多元化的公司，一些品牌的目標可能會發(fā)生沖突與其他品牌的?；蛘吒愕氖?， 公司的目標可能與你的品牌沖突的具體需要。在這方面尤其如此之間的平衡穩(wěn)定和風(fēng)險性 了。公司的目標必須是廣泛的，與高風(fēng)險產(chǎn)品的品牌不被抱現(xiàn)金奶牛既定目標約束（見卡介苗分析）。該品牌經(jīng)理還需要了解高層管理人員的收獲策略。品牌經(jīng)理有時既定目標， 優(yōu)化了整體優(yōu)化，而不是公司業(yè)績本單位的表現(xiàn)。尤其是這樣的賠償是基于在單位表現(xiàn)為主。管理者往往忽視潛在的協(xié)同和跨部門的聯(lián)合進程。品牌背后的實現(xiàn)整合營銷的整體組織路線是復(fù)雜的。品牌是在社會有時批評媒體網(wǎng)站，這必須受到監(jiān)督和管理。

9、在線品牌管理公司正在執(zhí)行一項勢在必行的品牌聲譽管理戰(zhàn)略，并越來越多地轉(zhuǎn)向網(wǎng)上的努力，以防止他們成為受損的公眾形象監(jiān)測。在線品牌聲譽的保護可能意味著對一個品牌的商標被騙子 盜用監(jiān)測意圖混淆消費者獲取金錢。這也意味著可以減少惡意監(jiān)測，雖然也許同樣有害，違規(guī)行為，如一個品牌的標志，甚至是負品牌信息(在網(wǎng)上社區(qū)和其他社會媒體平臺出現(xiàn)的網(wǎng)絡(luò)消費者)未經(jīng)授權(quán)的使用。ISBN 0-684-83924-5Brand LeadershipAaker, David A. Erich JoachimsthalerBrand man ageme nt is the applicati on of marketi ng

10、 tech niq ues to a specific product, product line, or brand. It seeks to in crease the products perceived value to the customer and thereby in crease brand fran chise and brand equity. Marketers see a brand as an implied promise that the level of quality people have come to expect from a brand will

11、continue with future purchases of the same product. This may in crease sales by maki ng a comparis on with competi ng products more favorable. It may also en able the manu facturer to charge more for the product. The value of the brand is determ ined by the amount of profit it gen erates for the man

12、u facturer. This can result from a comb in atio n of in creased sales and in creased price, an d/or reduced COGS (cost of goods sold), an d/or reduced or more efficie nt marketi ng in vestme nt. All of these enhan ceme nts may improve the profitability of a brand, and thus, Brand Managers often carr

13、y line-management accountability for a brands P&L (Profit and Loss) profitability, in contrast to marketing staff man ager roles, which are allocated budgets from above, to man age and execute. In this regard, Brand Management is often viewed in organizations as a broader and more strategic role tha

14、n Market ing alone.The ann ual list of the world s most valuable bran ds, published by In terbrBadiianss Weekin dicates that the market value of compa nies ofte n con sists largely of brand equity. Research by McKinsey & Company, a global consulting firm, in 2000 suggested that strong, well-leverage

15、d brands produce higher retur ns to shareholders tha n weaker, n arrower bran ds. Take n together, this means that brands seriously impact shareholder value, which ultimately makes branding a CEO resp on sibility.The discipli ne of brand man ageme nt was started at Procter & Gamble PLC as a result o

16、f a famous memo by Neil H. McElroy.Pri nciples of bra nd man ageme ntA good brand n ame should:be protected (or at least protectable) un der trademark law.be easy to pronounce.be easy to remember.be easy to recog ni ze.be easy to tran slate into all la nguages in the markets where the brand will be

17、used. attract atte nti on.suggest product ben efits (e.g.: Easy-Off) or suggest usage (note the tradeoff with strong trademark protect ion.)suggest the compa ny or product image.disti nguish the products positi oning relative to the competiti on.be attractive.sta nd out among a group of other bran d

18、s.Types of brandspremium brand ec onomy brand fighti ngbrand corporate branding in dividualbranding family branding Functions of brand(For consumers) Identification of source of product, Assignment of responsibility to product maker, Risk reducer, Search cost reducer, Symbolic device, Signal of qual

19、ity.(For Manu facture)Means of identification to simplify handling or tracing. Means of legally protecting unique features, Signal of quality level to satisfied customers, Means of en dow ing products with unique associations. Source of competitive advantage. Source of financial returns. (Strategic

20、Brand Man ageme nt 3rd editi on ,Kevi n Lane Keller)Brand architectureThe different brands owned by a company are related to each other via brand architecture. In product brand architecture, the company supports many different product brands with each hav ing its own n ame and style of expressi on w

21、hile the compa ny itself remai ns in visible to con sumers. Procter & Gamble, con sidered by many to have created product brandin g, is a choice example with its many unrelated consumer brands such as Tide, Pampers, Abunda, Ivory and Pantene.With en dorsed brand architecture, a mother brand is tied

22、to product bran ds, such as The Courtyard Hotels (product brand name) by Marriott (mother brand name). Endorsed brands ben efit from the sta nding of their mother brand and thus save a compa ny some marketi ng expe nse by virtue promoti ng all the lin ked brands whe never the mother brand is adverti

23、sed.The third model of brand architecture is most com monly referred to as corporate brandin g. The mother brand is used and all products carry this n ame and all advertis ing speaks with the same voice. A good example of this brand architecture is the UK-based con glomerate Virgi n. Virgin brands a

24、ll its bus in esses with its n ame.Tech niq ues Companies sometimes want to reduce the number of brands that they market. This process is known as Bra nd rati on alizati on. Some compa nies tend to create more brands and product variatio ns with in a brand tha n econo mies of scale would in dicate.

25、Sometimes, they will create a specific service or product brand for each market that they target. I n the case of product branding, this may be to gain retail shelf space (and reduce the amount of shelf space allocated to compet ing bran ds). A compa ny may decide to rati on alize their portfolio of

26、 brands from time to time to gain product ion and marketi ng efficie ncy, or to rati on alize a brand portfolio as part of corporate restructuri ng.A recurri ng challe nge for brand man agers is to build a con siste nt brand while keep ing its message fresh and releva nt. An older brand ide ntity ma

27、y be misalig ned to a redefi ned target market, a restated corporate vision statement, revisited mission statement or values of a company. Brand identities may also lose resonance with their target market through demographic evolution. Repositioning a brand (sometimes called rebranding), may cost so

28、me brand equity, and can con fuse the target market, but ideally, a brand can be repositi oned while reta ining existi ng brand equity for leverage.Brand orie ntati on is a deliberate approach to worki ng with bran ds, both in ternally and externally. The most importa nt drivi ng force beh ind this

29、in creased in terest in strong brands is the accelerat ing pace of globalizati on. This has resulted in an ever-tougher competitive situati on on many markets. A product s superiority is in itself no Ion ger sufficie nt to guara ntee its success. The fast pace of tech no logical developme nt and the

30、 in creased speed with which imitati ons tur n up on the market have dramatically shortened product lifecycles. The consequenee is that product-related competitive adva ntages soon risk being tran sformed into competitive prerequisites. For this reas on, in creas ing nu mbers of compa nies are look

31、ing for other, more en duri ng, competitive tools -such as bran ds. Brand Orien tati on refers to the degree to which the orga ni zati on values brands and its practices are orie nted towards build ing brand capabilitiesEvans, 2O04)rids on &Challe ngesThere are several challe nges associated with se

32、tt ing objectives for a category.Brand man agers sometimes limit themselves to sett ing finan cial and market performa nee objectives. They may not questi on strategic objectives if they feel this is the resp on sibility of senior man ageme nt.Most product level or brand managers limit themselves to

33、 setting short-term objectives because their compe nsati on packages are desig ned to reward short-term behavior. Short-term objectives should be see n as milest ones towards Ion g-term objectives.Ofte n product level man agers are n ot give n eno ugh in formatio n to con struct strategic objectives

34、.It is sometimes difficult to tran slate corporate level objectives into brand- or product-level category.In a diversified compa ny, the objectives of some brands may con flict with those of other bran ds. Or worse, corporate objectives may con flict with the specific n eeds of your brand. This is p

35、articularly true in regard to the trade-off betwee n stability and risk in ess. Corporate objectives must be broad eno ugh that brands with high-risk products are not con stra ined by objectives set with cash cows in mind (see B.C.G . Analysis). The brand manager also needs to know senior man ageme

36、nts harvesti ng strategy.Brand managers sometimes set objectives that optimize the performanee of their unit rather than optimize overall corporate performanee. This is particularly true where compensation is based primarily on unit performanee. Managers tend to ignore potential syn ergies and inter-un it joint processes.Overall o