英文文獻(xiàn)和翻譯：品牌戰(zhàn)略

1、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. 16. 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(rèn)知價(jià)值給客戶，從而提升品牌特許經(jīng)營和品牌資產(chǎn)。營銷人員認(rèn)為這是一個(gè)隱含的承諾，一個(gè)品牌，人們的生活質(zhì)量水平來從一個(gè)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(jià)值是取決于它的利潤

2、總額為制造商產(chǎn)生。這可能導(dǎo)致從增加的銷售和價(jià)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(qiáng)功能全部可以提高一個(gè)品牌的盈利能力，因此，“品牌經(jīng)理”往往攜帶一個(gè)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(gè)單獨(dú)比市場更廣泛和更戰(zhàn)略性的作用。 由interbrand和business week公布的每年最具價(jià)值的品牌名單中可以發(fā)現(xiàn)，公司的市場價(jià)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(shí)力雄厚則品牌產(chǎn)生更高的回報(bào)。兩者合

3、計(jì)，這意味著，品牌嚴(yán)重影響股東價(jià)值，最終品牌的首席執(zhí)行官需要對其負(fù)責(zé)任。 管理學(xué)科的品牌開始了在寶潔公司的plc作為一個(gè)由neil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(gè)好的品牌名稱應(yīng)： 受商標(biāo)法保護(hù)。 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(dāng)?shù)卣Z言 吸引眼球。 引出產(chǎn)品的優(yōu)點(diǎn)（如：易關(guān)） 提升公司或產(chǎn)品形象。 競爭環(huán)境下區(qū)分產(chǎn)品的定位。 有一個(gè)突出的品牌集團(tuán)。 品牌的種類優(yōu)質(zhì)品牌 經(jīng)濟(jì)品牌個(gè)人品牌系列品牌企業(yè) 品牌的功能讓消費(fèi)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(xiǎn)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

4、蹤，法律上保護(hù)獨(dú)特的功能，信號的質(zhì)量水平，以滿足客戶的手段，賦予獨(dú)特的團(tuán)體，競爭優(yōu)勢，經(jīng)濟(jì)回報(bào)源代碼產(chǎn)品的手段。 品牌架構(gòu) 由一個(gè)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(fèi)者注意到。寶潔公司被許多人視為是一個(gè)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(fèi)品牌例子。 母體是依賴于品牌的產(chǎn)品品牌，如萬怡酒店（產(chǎn)品品牌酒店）（母品牌名稱）。認(rèn)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(fèi)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(gè)名字，所有廣

5、告用同一個(gè)聲音說話。這方面的一個(gè)品牌架構(gòu)很好的例子就是英國的維珍集團(tuán)。 品牌管理技術(shù) 公司有時(shí)要減少他們的品牌，市場的數(shù)量。這個(gè)過程被稱為“品牌的合理化?！币恍┕就纫?guī)模經(jīng)濟(jì)創(chuàng)造更多的品牌和產(chǎn)品品牌的變化不會將表明。有時(shí)，他們將創(chuàng)建一個(gè)特定的服務(wù)或產(chǎn)品品牌的市場，他們?yōu)槊總€(gè)目標(biāo)。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化不時(shí)品牌組合，以爭取時(shí)間生產(chǎn)和營銷的效率，或者合理化重組計(jì)劃的一部分，作為一個(gè)公司的品牌組合。品牌經(jīng)理的一個(gè)經(jīng)常性的挑戰(zhàn)是建立一個(gè)一致的品牌，同時(shí)保持其新鮮和相關(guān)信息。一個(gè)舊的品牌標(biāo)識，可能是未對齊，以重新界定目標(biāo)

6、市場，一個(gè)公司的愿景聲明重申，重新使命聲明或公司的價(jià)值觀。品牌的身份也可能失去他們的目標(biāo)市場，通過人口結(jié)構(gòu)的變化共鳴。重新定位一個(gè)品牌（有時(shí)稱為更名），可能有些品牌資產(chǎn)的成本，并能迷惑目標(biāo)市場，但理想情況下，一個(gè)品牌可以被重新定位為杠桿，同時(shí)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(qiáng)大的品牌更多的關(guān)注力是全球化的步伐加快。這導(dǎo)致了在一個(gè)日益嚴(yán)峻的市場競爭在許多情況。一個(gè)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(xiǎn)轉(zhuǎn)化?；谶@個(gè)

7、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(biāo)設(shè)定為一類相關(guān)的一些挑戰(zhàn)。 品牌經(jīng)理有時(shí)會限制自己設(shè)定目標(biāo)，財(cái)務(wù)和市場表現(xiàn)。他們可能沒有問題的戰(zhàn)略目標(biāo)，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?yàn)樗麄兊难a(bǔ)償方案，旨在獎勵短期行為目標(biāo)。短期目標(biāo)應(yīng)被看作是實(shí)現(xiàn)長期目標(biāo)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)略目標(biāo)。 這是有時(shí)很難轉(zhuǎn)化為品牌或產(chǎn)品類別的企業(yè)級水平的目標(biāo)。 在一個(gè)多元化的公司，一些品牌的目標(biāo)可能會發(fā)生沖突與其他品牌的?；蛘吒愕氖牵镜哪繕?biāo)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(xiǎn)

8、性了。公司的目標(biāo)必須是廣泛的，與高風(fēng)險(xiǎn)產(chǎn)品的品牌不被抱現(xiàn)金奶牛既定目標(biāo)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(shí)既定目標(biāo)，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(jìn)程。 品牌背后的實(shí)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(shí)批評媒體網(wǎng)站，這必須受到監(jiān)督和管理。 在線品牌管理公司正在執(zhí)行一項(xiàng)勢在必行的品牌聲譽(yù)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(yù)的保護(hù)可能意味著對一個(gè)品牌的商標(biāo)被騙子盜用監(jiān)測意圖混淆消費(fèi)者獲取金錢。這也意味著可

9、以減少惡意監(jiān)測，雖然也許同樣有害，違規(guī)行為，如一個(gè)品牌的標(biāo)志，甚至是負(fù)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(fèi)者）未經(jīng)授權(quán)的使用。 isbn 0-684-83924-5 brand leadershipaaker, david a. erich joachimsthaler brand management is the application of marketing techniques to a specific product, product line, or brand. it seeks to increase the products perceived value

10、 to the customer and thereby increase brand franchise 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 continue with future purchases of the same product. this may increase sales by making a comparison with competing

11、 products more favorable. it may also enable the manufacturer to charge more for the product. the value of the brand is determined by the amount of profit it generates for the manufacturer. this can result from a combination of increased sales and increased price, and/or reduced cogs (cost of goods

12、sold), and/or reduced or more efficient marketing investment. all of these enhancements may improve the profitability of a brand, and thus, brand managers often carry line-management accountability for a brands p&l (profit and loss) profitability, in contrast to marketing staff manager roles, which

13、are allocated budgets from above, to manage and execute. in this regard, brand management is often viewed in organizations as a broader and more strategic role than marketing alone.the annual list of the worlds most valuable brands, published by interbrand and business week, indicates that the marke

14、t value of companies often consists largely of brand equity. research by mckinsey & company, a global consulting firm, in 2000 suggested that strong, well-leveraged brands produce higher returns to shareholders than weaker, narrower brands. taken together, this means that brands seriously impact sha

15、reholder value, which ultimately makes branding a ceo responsibility.the discipline of brand management was started at procter & gamble plc as a result of a famous memo by neil h. mcelroy.principles of brand managementa good brand name should: be protected (or at least protectable) under trademark l

16、aw. be easy to pronounce. be easy to remember. be easy to recognize. be easy to translate into all languages in the markets where the brand will be used. attract attention. suggest product benefits (e.g.: easy-off) or suggest usage (note the tradeoff with strong trademark protection.) suggest the co

17、mpany or product image. distinguish the products positioning relative to the competition. be attractive. stand out among a group of other brands.types of brandspremium brand economy brand fighting brand corporate branding individual branding family branding functions of brand(for consumers) identifi

18、cation of source of product, assignment of responsibility to product maker, risk reducer, search cost reducer, symbolic device, signal of quality.(for manufacture)means of identification to simplify handling or tracing, means of legally protecting unique features, signal of quality level to satisfie

19、d customers, means of endowing products with unique associations, source of competitive advantage, source of financial returns. (strategic brand management 3rd edition,kevin lane keller)brand architecturethe different brands owned by a company are related to each other via brand architecture. in pro

20、duct brand architecture, the company supports many different product brands with each having its own name and style of expression while the company itself remains invisible to consumers. procter & gamble, considered by many to have created product branding, is a choice example with its many unrelate

21、d consumer brands such as tide, pampers, abunda, ivory and pantene.with endorsed brand architecture, a mother brand is tied to product brands, such as the courtyard hotels (product brand name) by marriott (mother brand name). endorsed brands benefit from the standing of their mother brand and thus s

22、ave a company some marketing expense by virtue promoting all the linked brands whenever the mother brand is advertised.the third model of brand architecture is most commonly referred to as corporate branding. the mother brand is used and all products carry this name and all advertising speaks with t

23、he same voice. a good example of this brand architecture is the uk-based conglomerate virgin. virgin brands all its businesses with its name.techniquescompanies sometimes want to reduce the number of brands that they market. this process is known as brand rationalization. some companies tend to crea

24、te more brands and product variations within a brand than economies of scale would indicate. sometimes, they will create a specific service or product brand for each market that they target. in the case of product branding, this may be to gain retail shelf space (and reduce the amount of shelf space

25、 allocated to competing brands). a company may decide to rationalize their portfolio of brands from time to time to gain production and marketing efficiency, or to rationalize a brand portfolio as part of corporate restructuring.a recurring challenge for brand managers is to build a consistent brand

26、 while keeping its message fresh and relevant. an older brand identity may be misaligned to a redefined 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 evol

27、ution. repositioning a brand (sometimes called rebranding), may cost some brand equity, and can confuse the target market, but ideally, a brand can be repositioned while retaining existing brand equity for leverage.brand orientation is a deliberate approach to working with brands, both internally an

28、d externally. the most important driving force behind this increased interest in strong brands is the accelerating pace of globalization. this has resulted in an ever-tougher competitive situation on many markets. a products superiority is in itself no longer sufficient to guarantee its success. the

29、 fast pace of technological development and the increased speed with which imitations turn up on the market have dramatically shortened product lifecycles. the consequence is that product-related competitive advantages soon risk being transformed into competitive prerequisites. for this reason, incr

30、easing numbers of companies are looking for other, more enduring, competitive tools such as brands. brand orientation refers to the degree to which the organization values brands and its practices are oriented towards building brand capabilities” (bridson & evans, 2004).challengesthere are several c

31、hallenges associated with setting objectives for a category. brand managers sometimes limit themselves to setting financial and market performance objectives. they may not question strategic objectives if they feel this is the responsibility of senior management. most product level or brand managers

32、 limit themselves to setting short-term objectives because their compensation packages are designed to reward short-term behavior. short-term objectives should be seen as milestones towards long-term objectives. often product level managers are not given enough information to construct strategic obj

33、ectives. it is sometimes difficult to translate corporate level objectives into brand- or product-level category. in a diversified company, the objectives of some brands may conflict with those of other brands. or worse, corporate objectives may conflict with the specific needs of your brand. this i

34、s particularly true in regard to the trade-off between stability and riskiness. corporate objectives must be broad enough that brands with high-risk products are not constrained by objectives set with cash cows in mind (see b.c.g. analysis). the brand manager also needs to know senior managements ha

35、rvesting strategy. brand managers sometimes set objectives that optimize the performance of their unit rather than optimize overall corporate performance. this is particularly true where compensation is based primarily on unit performance. managers tend to ignore potential synergies and inter-unit joint processes. overall