外文文献翻译1Brand_equity

毕业论文英文文献总结《品牌》第一篇：毕业论文英文文献总结《品牌》毕业论文中英翻译Brand050511班陈露20051235 Concepts Some people distinguish the psychological aspect of a brand from the experiential aspect.The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience.The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a product or service.People engaged in branding seek to develop or align the expectations behind the brand experience(see also brand promise), creating the impression that a brand associated with a product or service has certain qualities or characteristics that make it special or unique.A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace.The art of creating and maintaining a brand is called brand management.Careful brand management, supported by a cleverly crafted advertising campaign, can be highly successful in convincing consumers to pay remarkably high prices for products which are inherently extremely cheap to make.This concept, known as creating value, essentially consists of manipulating the projected image of the product so that that the consumer seesthe product as being worth the amount that the advertiser wants him/her to see, rather than a more logical valuation that comprises an aggregate of the cost of raw materials, plus the cost of manufacture, plus the cost of distribution.Modern value-creation branding-and-advertising campaigns are highly successful at inducing consumers to pay, for example, 50 dollars for a T-shirt that cost a mere 50 cents to make, or 5 dollars for a box of breakfast cereal that contains a few cents' worth of wheat.A brand which is widely known in the marketplace acquires brand recognition.When brand recognition builds up to a point where a brand enjoys a critical mass of positive sentiment in the marketplace, it is said to have achieved brand franchise.One goal in brand recognition is the identification of a brand without the name of the company present.For example, Disney has been successful at branding with their particular script font(originally created for Walt Disney's “signature” logo), which it used in the logo for .Consumers may look on branding as an important value added aspect of products or services, as it often serves to denote a certain attractive quality or characteristic(see also brand promise).From the perspective of brand owners, branded products or services also command higher prices.Where two products resemble each other, but one of the products has no associated branding(such as a generic, store-branded product), people may often select the more expensive branded product on the basis of the quality of the brand or the reputation of the brand owner.Brand name The brand name is often used interchangeably w ithin “brand”, although it is more correctly used to specifically denote written or spoken linguistic elements of any product.In this context a “brand name” constitutes a type of trademark, if the brand name exclusively identifies thebrand owner as the commercial source of products or services.A brand owner may seek to protect proprietary rights in relation to a brand name through trademark registration.Advertising spokespersons have also become part of some brands, for example: Mr.Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.The act of associating a product or service with a brand has become part of pop culture.Most products have some kind of brand identity, from common table salt to designer jeans.A brandnomer is a brand name that has colloquially become a generic term for a product or service, such as Band-Aid or Kleenex, which are often used to describe any kind of adhesive bandage or any kind of facial tissue respectively.Brand identity How the brand owner wants the consumer to perceive the brandHoward Schultz(president, ceo and chairman of Starbucks “No-brand” branding Recently a number of companies have successfully pursued “No-Brand” strategies, examples include the Japanese company Muji, which means “No label, quality goods” in En glish.Although there is a distinct Muji brand, Muji products are not branded.This no-brand strategy means that little is spent on advertisement or classical marketing and Muji's success is attributed to the word-of-mouth, a simple shopping experience and the anti-brand movement.Another brand which is thought to follow a no-brand strategy is American Apparel, which like Muji, does not brand its products.[3] [4] [5]Derived brands In this case the supplier of a key component, used by a number of suppliers of the end-product, may wish to guarantee its own position by promoting that component as a brand in its own right.The most frequently quoted example is Intel, which secures its position in the PC market with the slogan“Intel Inside”.Brand extension The exis ting strong brand name can be used as a vehicle for new or modified products;for example, many fashion and designer companies extended brands into fragrances, shoes and accessories, home textile, home decor, luggage,(sun-)glasses, furniture, hotels, etc.Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant guide, Adidas and Puma to personal hygiene.Dunlop extended its brand from tires to other rubber products such as shoes, golf balls, tennis racquets and adhesives.There is a difference between brand extension and line extension.When Coca-Cola launched “Diet Coke” and “Cherry Coke” they stayed within the originating product category: non-alcoholic carbonated beverages.Procter & Gamble(P&G)did likewise extending its strong lines(such as Fairy Soap)into neighboring products(Fairy Liquid and Fairy Automatic)within the same category, dish washing detergents.Multi-brands Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose deliberately to launch totally new brands in apparent competition with its own existing strong brand(and often with identical product characteristics);simply to soak up some of the share of the market which will in any case go to minor brands.The rationale is that having 3 out of 12 brands in such a market will give a greater overall share than having 1 out of 10(even if much of the share of these new brands is taken from the existing one).In its most extreme manifestation, a supplier pioneering a new market which it believes will be particularly attractive may choose immediately to launch a second brand in competition with its first, in order to pre-empt others entering the market.Individual brand names naturally allow greater flexibility by permitting a variety of differentproducts, of differing quality, to be sold without confusing the consumer's perception of what business the company is in or diluting higher quality products.Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten detergent brands in the US market.This also increases the total number of “facings” it receives on supermarket shelves.Sara Lee, on the other hand, uses it to keep the very different parts of the business separate —from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose.In the hotel business, Marriott uses the name Fairfield Inns for its budget chain(and Ramada uses Rodeway for its own cheaper hotels).Cannibalization is a particular problem of a “multibrand” approach, in which the new brand takes business away from an established one which the organization also owns.This may be acceptable(indeed to be expected)if there is a net gain overall.Alternatively, it may be the price the organization is willing to pay for shifting its position in the market;the new product being one stage in this process 毕业论文英文翻译050511班陈露20051235一、概念（一）、概念一些人区别一种品牌的心理是来自经验方面。

外文原文Customer Brand LoyaltyAbstractWith the appearance of deceptive sales, poor customer care and crooked promotion, keeping loyal customers becomes even more difficult .Even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.Keywords: Customer care, Brand, Customer loyalty, Brand loyalty1.Back ground information of customer brand loyaltySince the world is a global marketing now, competition among diverse corporations has become more drastic. In order to seize hold of the advantaged position in the marketplace, a mass of marketing specialists work out multifarious strategies to insure their triumph for a long time. Among these advanced strategies, developing and maintaining customer brand loyalty is considered to be a preferable option by more and more entrepreneurs. Nevertheless, there are still lots of people who refuse to attempt to this technique. They assert that it is impossible to achieve the ideal target, especially in the developed marketing economy. One can clearly see that even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.1.1The definition of brand loyaltyBrand loyalty is defined as keeping preferable to a specific product or service (BNET Business Dictionary). To rephrase it, faithful purchasers trend to pay money for the same brand of merchandise, and speak highly of its values. What’ more, they believe that their choice is better than others.1.2The development of the conceptThe notion of purchaser trustworthiness came through a long time and changed a lot. In an article by Gonring (2008, p.29), customer brand was given the definition of product quality before the 1980s. During the late 1980s and near the beginning 1990s, its emphasis changed from quality to customers. Still, with the competitors coming into the market in the late 1990s, satisfying and caring much about the clients becamea much more significant object of many corporations. Since then, people have paid more and more attention on customer to make more profits.1.3Four types of loyaltyCustomer brand loyalty has many aspects. Rowley (2005, p.574) concludes that there are four types of loyalty: captive, convenience-seekers, contented and committed. Captive customers prefer repeatedly purchasing the same product, service and brand because of lack of opportunities to substitute for alternatives. Convenience-seekers may not respect the brand itself, but look on the convenience that can carry. Contented consumershowever, have a positive attitude to a brand, but they won’t attempt to some extr a consumption. The perfect one is the committed, who are active both in attitude and behavior.2.Consumer brand loyalty has a significant position in the marketing.2.1Regarded as an essential feature of brand valueIt is admittedly true that shopper allegiance for a brand in truth contributes much to marketing. According to the concept of brand loyalty, it is regarded as the essential feature of brand value. The American Marketing Association gives it the explanation as “the situation in which a consumer genera lly pays money for the same manufacturer-originated product or service repeatedly over time rather than buying from multiple suppliers withi n the category” or “the degree to which a consumer consistently purchases the same brand within a product class”(2006, qtd in Moisescu).The author draws attention to the fact that since other descriptive aspects of brand equity, such as considerable quality, associations and awareness, all have consanguineous relationship with purchase and appreciation, they can guarantee the level of brand loyalty. It follows that brand fidelity may add the satisfaction of other dimensions of brand value. For example, brand devotion always leads the payers to believe the perceived quality of the brand is better than others.2.2Cut down costsThis strategy may facilitate vendors expend less but attain utmost money in the marketing. The work of Reichheld (2000, qtd in Banasiewicz) reveals that sellers have to waste as much as four times money to attract new clients than to continue the loyal customer. On account of this, the author turned to a perfect statistic to prove this contention. He goes on to indicate that for an individual customer, you have to just spend 5 percent of wealth for keeping his loyalty; alternatively, you will receive 75% of profits that he will bring in. It can be comprehended as acquiring new purchasers expend more money to advertising, giveaway and industry discount.2.3Less sensitive to priceTypical loyal purchasers are less sensitive to price. Because of this, when a product mark up, they won’t lessen the quantity of they buy. It is the view of Reilly (2008) that loyal customers deem the assessment of the product. As a consequence, they strong believe their choices. In that case, they trend to center less on the price.2.4Bring in new potential faithful consumersThe potential benefit that the loyal customers are able to add is that they may bring in more new consumers. At the same time, these potential consumers are also possible to become the future loyal customers. A goodexample of this is that when one repeatedly buy the same brand cosmetic, and consider it convenient to use, he will recommend it to his classmates and girl friend. Hence, there is no wonder that people around always own the same brand of clothes as well as other commodity. In contrast, if people around me complain the poor quality of a brand to me frequently, I won’t think of owning it as well.2.5Benefit in global marketplaceMost of all, in the global economy, client brand dependability stands out as an important competitive weapon. Kust (2008, p.24) correctly argues that the world has switched into a global business in the last 10 decades; developing the brand loyalty globally is essential to enter the market. He goes on to indicate that in order to keep a trust relationship with their consumer, corporations should create a customer brand loyalty program among customers.3.Difficulties sometimes stop businessmen from working out the technology.3.1Purchasers refuse loyalty programsIt is a popular belief, however, that we may find certain difficulties to face with consumer loyalty. First of all, Consumers are less willing to participate to customer loyalty program for several reasons. The excellent consumer loyalty program concludes both rewards and recognition; nevertheless, notwithstanding, the target doesn’t make sense in the modern society. Thomas (2009, qtd in Silverstein) draws attention to the fact that with customers facing an array of choices, they will be particular about what they buy; as a consequence, we are paying more attention on the rewards of a product. It means that little rewards won’t satisfy us any more. In other words , it is the modern economy environment that makes it more difficult for the sellers to remunerate people.3.2Loyal programs is incompleteYet another primary reason for non-participation is that customers have more requirements on loyalty program .According to Silverstein (2009), more than 50% of audiences complain that most loyalty programs look the same, so they lose interest to belong to any program. Worse still, some people who once took part in any loyalty program even drop out because of these two reasons. At the same time, some people content that companies entrepreneurs shouldn’t rely ab solutely on customer fidelity. A good example of this is that current loyalty program exists some drawbacks which make its function incomplete (2003, Uncles, p.294). The author examines that most people trend to pay money for the product they require. In simpler terms, customers choose only one category of brands is an ideal condition.4.There are several infections of purchasers5 loyalty.While it is true that retaining loyalty meets a lot of trouble, there is something can be done to reduce the risks. It can be clearly be maintained that finding the complication of brand loyalty can aid us solve the problems. To begin with, they should have a deep anal ysis of the customers5 purchase inclination. For instance, what they would like to pay, how much they prefer to spent on the particular kind of good, and how often they go on shopping (Neuberger, 2008).4.1Brand reputationEnterprisers should pay more attention on the relationship of brand loyalty and brand reputation. Reference to Selnes (1996, p.19) reveals that, brand reputation is one of the most significant driver of brand loyalty, so it is efficient to pursue reputation for better consumer reliability. To put it briefly, having a good reputation means that customers are preferable for this product on attitude; hence, they will take action to buy this products. That is to say, brand reputation contributes to brand loyalty by increasing willingness and belief so that the attitude may change to behavior.4.2Brand imageBrand image play an important role in brand building, especially in customer dependability. As Reichheld (2001,qtd in Hsieh and Li, p.529) perceptively state that preferable brand image will lead consumers to conceive a perception of an organization’s public relationship practice, which matches the cor porate reputation better. With this in mind, customers are more likely to retain optimistic faith, attitude, and action. It must be therefore be acknowledged that customer loyalty grows fast through approving brand image.4.3Consumers5 satisfaction4.3.1Positive effect on a single productThe evidence seems to be strong that when we talk about loyalty, we can’t forget to mention customer satisfaction. Ha (2009, p.198) has expressed the view that satisfaction is a crucial factor of the customer performance and attitude. In the example, the researcher gets the data from different countries. Even though the culture is different, the result of the conclusion is the same.4.3.2Weaker influence on brand aloneIt is a popular belief, however, that some people content that the condition of the effect of satisfaction depends. A good example of this is that when checking product singly, satisfaction is more indispensable. Conversely, its function becomes weaker in case of applying brand alone (2008, Torres-Moraga, p.302).4.4Internal brandingInternal branding is also a valuable outcome of brand loyalty. Internal brandingaffects mostly the employee’s identification. Whafs more, empolyee’s identification makes an positive effect on customer loyalty. It must therefore be recognized that internal branding contributes to customer loyalty (2009, Punjaisri, p.206).5. Corporations can do some effort to build and improve loyaltyAccording to the author, in order to achieve this goal, managers should use the street teams, brand reps, and brand Ambassadors. And yet, street teams will work well, only by the audience fit the target.5.1Pay more attention on customer careCustomer care is considered a good point to building customer loyalty. As Webb (1999, p.72) has indicated that companies should think much about what the customers care. They can know much about the customers by asking a series of open-mind question. To be sure, the customer would like to talk deeply about their situation.5.2Keep honest to customersNot only that, but also keeping honest to customers may retain customers5 trust. As an illustration, online travel agency Orbitz Worldwide displays the actual price on the internet on the purpose of winning customers trust. On the contrary, numerous companies only show the basic rate on the internet. Actually, the price is a 15% higher (2009, Peterson). If we customers are treated fairly on the price, we would like to give out our trust.5.3Measurement of loyaltyMost of all, the measurement of the customer loyalty is another point that we need focus on. Turning to Terry,one finds that the good method to do measure is to separate 3 groups of the consumers according to the sore they receive. If they get the score 1-6, they are called detractors. The passives are those who have the score 7-8, and the promoters ‘achieve are 9-10. Next, divide the total people who take part in the test with the promoters, and then you will get a percentage, which represents the level of your customer loyalty. He goes on to indicate that most companies get 10%-20% loyal clients.出处 :Junjun Mao, International Journal of Business and Management [J]. Science and Education :July 2010. Vol. 5, No. 7出处：616 International Journal of Management Vol. 27 No. 3 Part 2 Dec 2010中文译文：顾客品牌忠诚度摘要：随着销售欺诈、顾客关注度降低、非法促销这些现象的出现，维持客户忠诚变得越来越困难。

品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

2012 届毕业论文中国企业品牌国际化战略研究系、部：经济与管理系学生姓名：彭诗尧指导教师：王阳职称讲师专业：国际经济与贸易班级：国贸0802完成时间：2012/5/22中国企业品牌国际化战略研究摘要新经济时代，全球化趋势对企业国际化的要求日益迫切。

积极参与国际竞争，改变中国产品的形象，树立中国企业品牌在国际上的地位，已成为中国企业在经济全球化条件下的必然选择。

随着市场竞争的加剧,企业面临的挑战已不仅来自于产品价格和技术、销售渠道与策略、企业管理与文化,如何打造成功的企业品牌,在竞争中形成“品牌壁垒”,已经成为企业需要认真研究的一项重要课题。

文章首先从“品牌国际化”的概念入手，让我们对已有的品牌国际化研究有了初步认识。

并谈到中国企业品牌国际化的是一个必然趋势。

然后对我国企业的品牌国际化道路进行了解析，分析了品牌国际化道路中的有利条件和所遇到的障碍，探讨了一些可行的可选择的国际化策略。

最后，通过联想和海尔的实例分析给出了一些企业品牌国际化道路上的建议。

关键词: 企业；品牌国际化；竞争力ABSTRACTThe new economic era, the trend of globalization is increasingly urgent requirements of the enterprise internationalization. Actively participate in international competition, changing the image of Chinese products, and establish a brand position in the international arena, has become the inevitable choice of the Chinese enterprises in the conditions of economic globalization. As market competition intensifies, enterprises are facing challenges not only from the product prices and technology, sales channels and strategies, corporate governance and culture, how to build a successful brand, the brand barrier "formed in the competition, has become a business an important topic in need of serious study. The article first start from the concept of "international brand", so we have a preliminary understanding of the existing brand internationalization. And it comes to brand internationalization of Chinese enterprises is an inevitable trend. Resolution, and then brand the path of internationalization of our enterprises favorable conditions and the obstacles encountered in the brand internationalization road to explore the possible choice of international strategy. Finally, Lenovo and Haier instance some of the recommendations of the corporate brand on the international road.Key Words: Enterprise；Internationalization；Competitiveness目录摘要............................................. 错误！未定义书签。

中英文翻译Brand Strategy ResearchEconomic globalization, how to adapt to international trends, establish a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy, based on the content of brand strategy an its functional significance, to discuss the brand strategy in enterprise marketing role. Enterprise needs to use a variety of means of competition to increase brand awareness, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeatNovember 22, 2006 morning, NEC announced that it would withdraw from 2G and 2.5G mobile phone market, which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today anydifferent from ten years ago, I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market, it is difficult to adapt to the rapidly changing Chinese market; 2 is weak in marketing, product planning capacity is not strong, it is difficult to judge according to their marker launch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance .Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation? To take the international route and whether the enterprise of “Japanese Company” to the lessons learned behind?Second, the brand strategy implementation in China the Current SituationMany old famous “flash in the pan”Chinese and foreign enterprises in the Chinese market the brand war; just grow up to be a great impact on national brands. The last century, a little-known 80’s brand, not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developedvery limited. Here a typical case, the last century 80s to early 90s, he worked in air conditioning sector hit wonders of the Warburg in 1998, was acquired Kelon, the subsequent decline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up, China’s socialist economic construction has made remarkable achievements. From a planned economy to market economy era Chinese companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the efforts, policies measures have greatly enhanced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous enterprises incentives to 100 million, on Dali an 3 million Yuan, on brand-name companies have been cities for the 100000yuan reward-200000yuan..January 8th 2009 year to January11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Venetian hotel opening. National enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics industry media “TWICE” named for theChinese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shake However, we should also see the face of numerous products on the market, allows consumers blurted out genuinely few domestic brands. With the opening up further, to a number of big companies have to squeeze into the Chinese market, Chinese market, a time filled with “Sony”, “Coca-Cola”, “Rejoice”, “Benz”and various other international brands, many of these names foreign brands violently hitting the national brand in China .Although the appliance industry, led by Haier brand, “Konka”, “Changhong” , “TCL” and other domestic brands have developed well, but with the “Sony” , “Panasonic”“Samsung” and other brands, they are still there competitive disadvantage; in the IT industry, “Lenovo” , “Founder” , “Great Wall” and the brand’s competitiveness has improved significantly, but with Europe and the United States, Japan and other countries compared to, brand awareness is still insufficient; in Consumer Goods market, “P&G”, “Oliver”, “Henkel”, and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors Currently, Chinese brands have a huge international marker opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.Our Enterprise Brand Building ProblemsFactors from the point of micro-enterprises themselves: there is a lace of technology development, brand competitiveness is not strong; brand personality, lack of innovation and development capacity; small-scale production and management, brand development lack of overall planning; ability of weak exports and international operations, Brand awareness is not strong; brand positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms need to be improved, policies and regulations support the need to further strengthen the country’s industrial policy, export-oriented policies for different sectors play different role in the promotion and limitation, the financial environment for business investment capacity and market expansion ability and the important influence. The establishment of market system in China has for many years, despite a significant improvement but still not perfect, there still has not really adapt to the market economy, consumer psychology has not yet fully mature.2. The current situation of global economic integration, the error of the brand strategy implementation(1) Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range ofoutput through the form of multinational corporations gradually occupation of the international market, it is no exaggeration to say that now, the brand has achieved global strategic objectives of transnational corporations sharp weapon, is an important means to achieve capital expansion.Rome was not built in a day cold. Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point, attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2) Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The implementation of brand strategy is to rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development, practical work in the emergence of many such errors: If that job is to create a brand to take a good name to the product, improve product awareness, or what the product packaging; good brand is drawing a satisfactory visual signs only; Advertising is the only way to cultivate well-known brands, in addition to advertising in the media, big, the other no attention; scale enterprise product once formed, well-known brands on the naturally established; well-known brand is equivalent to highprice, to be unrealistically improve the product price. Some companies even go further in the brand Wrong Operation not hesitate to give up their own brand business, with foreign companies, brands, or to sell its own brand low-cost transfer, such as our present more than 20 million “three capital” enterprises, there 90% of the joint venture using the foreign brands; clean silver toothpaste factory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding example of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3) Product is the enterprise competitive advantage in the market can be quickly imitated by competitors, beyond, the brand is insurmountable, real and lasting competitive advantage comes from innovation, in order to “change” should be “status quo”Brand is the concentrated expression of the core competitiveness. The market is constantly changing face of any brand at any time to be out of danger. Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand-name “dismount”the major reason. Coca-Cola’s former chief marketing officer Sergio Zyman, “The brand is only the company logo products and services are different from competitors, is the most effective weapon to open up the market, excellent brand can make your product stand out .”Products physicalproperties, quantity, price, quality, service is very easy to imitate competitors, Er brands, along with the product itself, also includes an attached product to cultural background, emotional, consumer cognition invisible things, so that enterprises Yong Yuan Li in the competition undefeated. Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a corporate restructuring and reallocation of resources an important mechanism.Fourth, national enterprises in brand internationalization process of how to brand positioningBacked by science and technology, establish a “quality first, winning by quality” business philosophy, the brand’s fashion elements, the outstanding individualProduct quality is the cornerstone of creating brand. Competitiveness of their products performance in the competition for the brand, and brand competition while relying on the inherent quality of products. Growth for the brand through a brand is the quality of a brand in the market down are also in most of a problem because of the quality. Therefore, it can be said, quality is the brand of life depends.In addition, enterprises should learn from successful experiences abroad to enhance their design and development capability. Enterprises shoulddare to challenge the new technology revolution to create their own brand, and increase market competitiveness; we must work hard in the transformation. Personalization trend in the world changes, the value of customer experience and the value of differentiation has been directly determined to achieve the final product sales, personal services are indispensable!2. To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategyThe implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolated task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing, related to business management of all major strategic decision, these major strategic decisions were consciously carried out around the brand to expand.3. Follow the laws of the brand design, brand image, brand and accurate market positioning, brand performance and outstanding value emotional communicationBrand competition is not all-round competition; each brand has its own market position. The basic method is not positioning to create a novel orunique issues, but to manipulate what already exists in the heart, the eyes of potential customers to buy soon tapped desire to make it into consumer impulse. Enterprises should take the market as guide, technology as a means to adapt to changes in its requirements, such as the establishment of 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 good position in the competition.The world has entered the 21st century brand international competition, branding has become a new international language into millions of households. To establish the brand products in the market position establish a corporate image, is effective competition in the market means business. Brand is the core product; brand marketing is to defy the other. Enterprise management system must be adopted, technological innovation, and constantly improve the quality of products and services. At the same time to increase the international competitiveness of the strategic brand research and planning, and the comprehensive to enhance the brand’s international competitiveness. Most Chinese enterprises in the growth stage now, brand strength is weak, it is undoubted fact, however, based on industry, market and enterprise resources, while avoiding disadvantages, choose the best brand strategy is a wise choice. Such as is now more prevalent and has a well-known brand outside the company’s co-production, reverse merger;use the link strategy to redefine the brand image; with two or more brands collaborate effectively formed alliances to improve their social acceptance of such brand. In short choose the right brand strategy, brand marketing creativety and attention to service; in order to achieve a sensational effect and a strong brand impact, can the brand maintain vigor, forest stand in the world brand.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。

文献信息：文献标题：Brand strategies in the era of sustainability（在可持续发展时代的品牌策略）国外作者：Aleksandar Grubor，Olja Milovanov文献出处：《Interdisciplinary Description of Complex Systems》,2017, 15(1):78-88.字数统计：英文2474单词，14231字符；中文4538汉字外文文献：Brand strategies in the era of sustainability Abstract Today, brands are powerful instruments of change. They are tightly connected with consumers all over the world and profoundly incorporated into their everyday life and choices they made. Consumers indicate with brands they love and strongly advocate the ideas that are embedded in their philosophy and image. Consequently, companies that own successful brands, which are followed by large group of loyal consumers, have the power to generate modification and even complete shift in consumers’ lifestyle, value system, attitudes and behavior. Accordingly, environmentally friendly brands are inevitable element of sustainable marketing strategy and sustainability concept, given that its implementation requires changes that will trigger mass rather than individuals. However, regardless of positive opinion about socially responsible practice on the market, attitude – behavior gap is widely present among consumers, making segment of green consumers just a market niche. Thus, the most challenging task for marketing and brand managers is to find interest for consumers in a sustainable way of life and to make it easy accessible and attractive for them. This article aims to highlight the leading role of sustainability in branding theory and practice and to point out strategies for successful implementation of green values into the brand management, with an accent on brand equity construct, relying on the results of research and analysis in the given field.Key words: brand management, green branding, sustainability, sustainable development, sustainable marketingINTRODUCTIONEven though sustainability topics have been preoccupying attention of policy makers for few decades, in 21st century it has become mainstream issue. Side effects of the climate change are visible more than ever, and therefore the completely new dimension of the practical implementation of sustainable development into regular business practice is requested. In the near future, traditional sourcing and selling will be marginalized, and thus, being on sustainable pathway will be the main qualification for staying in business.Sustainable strategy demands holistic transformation of business model and synergetic approach; in other words, engagement of multiple stakeholders around a common goal, with the accent on consumer, as the one who makes the final decision whether specific business model will or will not be accepted. Given that marketing discipline has consumers in the center of its philosophy and marketplace as the main playground; and that it has often been accused for creation of uncontrolled consumption of planet resources, marketing managers’ responsibility in this sense is the greatest. Accordingly, with the evolution of marketing, especially the green marketing, each aspect of marketing mix has been improved. Green marketing encompasses all marketing activities with the aim to stimulate and sustain environmentally-friendly attitudes and behavior of consumers.Branding area, through which companies achieve the highest level of interaction with consumers and as a central element of a supplier’s proposition, has arisen as the most influential part of sustainable marketing strategy. Loyal consumers are the driving force of brands as an asset, so they can also be a trigger for enlarging a group of environmentally conscious consumers, who are willing to adopt and advocate philosophy of the favorite brands. In words of Gordon, “once a majority embraces an idea it becomes an unstoppable force”, which is the ultimate goal pursued by green movement. In the essence of this idea is what Schultz and Block call “sustainablebrand growth” or the rise in brand value “created by existing loyal customers who encourage other customers to become users and eventually loyal to the brand”. Evidently, adoption of sustainable attitudes and behaviors through sustainable brands usage have the power to initiate deeper changes in peoples’ lives, and ensure the balance between multiple interests of three usually opposed sides -consumers, companies and society.In academic literature, investigation in field of green branding and sustainable strategy effects on brand equity is modest. Accordingly, the goal of this article is to provide an insight into sustainable branding, highlight its importance and role in strengthening brand equity, and analyze strategies for implementation of sustainable principles into the brand concept. The article is structured in accordance with the stated objectives. The main method used for addressing the goal is detailed examination of the results of research and analysis conducted by various researches in the given field in last few years.SUSTAINABILITY AND BRANDINGAccording to Gabriela Alvarez from Latitude Switzerland, “sustainability is not a one-for-all model. It is about collaborating, learning, creating, implementing, assessing and constantly evolving.”. Addressing sustainability as a “real marketing topic” demands entering into the substance of and considering a few facts. At first, this means considering sustainability as a process that is integrated in all companies’ processes, with the aim of successful holistic adoption of sustainable principles. Besides, “sustainability calls for new guidelines”, which means working together is a new mantra that puts stakeholders in position to develop common language, trust and shared vision with all partners. Managing sustainability requires a new sort of knowledge, capable of providing transparent business activities and processes with clear communication and without incorrect claims, which could be slippery area. Finally, taking sustainable projects should be a result of observing and listening market trends, nature and society needs rather than action forced by environment and society current issues, and all those actions and investments should be measured,testified, analysed, improved and justified through the change of consumer perception, society welfare, company’s reputation etc.Brand is a unique blend of functional and emotional characteristic perceived by consumers as an additional value, unique experience and fulfilled promise. It has a symbolic value different from everything that is available in reality, and ability to represent interests that go beyond the brand itself. For the company, it is the core strategic resource and most powerful invaluable asset .In recent years consumer interest in environment-friendly alternatives has risen dramatically, and so their expectations of brands. Even though the attitude-behavior gap, described as the inconsistency between consumers attitudes and actual buying behavior, is identified in many studies, sustainable attributes are becoming increasingly important in a brand valuation. Linking brand performance and image with sustainability concerns is becoming leading way for differentiation. Thus, brand management emerges as a focal and even more dynamic business process with sustainability in the center of its philosophy, and main initiator of traditional brand management theory and practice shift.Terms “sustainable” and “green” are usually used as synonyms in literature. In this sense, green brands attributes are “ecological” - minimizing the negative impact on natural environment, “equitable” – prevent the marketing promotion of unsustainable social practices, and “economic” – encouraging long-term economic development through brand.Brands defer from each other by the degree of integrated green issues. Therefore, there are three categories of “greenness”: 1) green as core value, 2) green integrated in core values, and 3) green values as the guarantee. The other classification, by Landor Associates, Newsweek, and Penn Schoen Berland, indicated four groups of green brands in :1.) Unsung Heroes – brands that conduct strong green practice, but with insignificant public awareness,2.) Free Passers – brands that conduct limited green practice, but with distant brand echo that drives green reputation,3.) Losers – brands that conduct limited green practice, with public recognition of the limitations,4.) Winners – brands that conduct strong green practice that is recognized in public.THE ROLE OF SUSTAINABILITY IN STRENGTHENING BRAND EQUITY Consumer green perceptions and preferences, companies’ sustainable practices and brand equity are strongly interrelated. Sustainability can bring deeper meaning to a brand image and consequently stronger emotional bonds and differentiation. Satisfied consumers are more favorable to those products and companies that fulfill their expectations, needs and desires. Moreover, sustainability enhance public recognition, competitive advantage and provide future financial health by reducing various possible risks. Given that “green corporate perception, eco-label, and green product value” significantly influence purchase decision, and that there are consumers who are willing to pay higher price for green brands, green branding is an important driver of brand equity.There are many studies referring to the link between sustainability and brand equity. For instance, the TANDBERG and Ipsos MORI survey confirmed the interdependence among corporate environmental responsibility, brand equity and competitive advantage, explaining that more than 50 % (1 billion) of consumers from their global survey claimed they would prefer to buy product from environmentally responsible company, while almost 80 % (700 million) of workers from the same survey stressed importance of working for environmentally ethical company. Similarly, Gidwani examined more than 1000 companies in 54 countries and showed that there is a strong correlation between brand strength and sustainable practice of a company, putting an accent on employees’ treatment and environmental policies, as the leading drivers of the correlation.As a result, many companies have appointed sustainability on their business agendas, with the twofold aim – making contribution to society and gaining financial profits and advantage over competition. However, the link between what companiesreally do in terms of sustainability and how consumers see it is often blurred and unclear. Interbrand’s annual Best Global Green Brands report indicated two types of gaps between corporation’s environmental practices and consumers’ perceptions – positive and negative – where the first one refers to higher sustainable performance than the perception of consumers of those practice really is, and vice versa (in the case of negative gap). The main reason for this inconsistency is consumer confusion compounded by “greenwashing” – the practice of misuse and forgery of the concept of sustainability, the green movement and manipulation in the field of ecology– that rises question of trust and confidence in the company and their products, and usually results with loss of will and enthusiasm of consumers to engage in eco-friendly behavior and waiting for someone else to fix the problem. In this respect, creating appropriate green brand strategies is required in order to reduce the gap and accelerate for large-scale adoption of sustainable behavior of all members of the community. Nonetheless, greening its strategy, companies and brands avoid the risk of obtaining disapproved outlook and unfavorable attitudes in consumers’ eyes.ESSENTIALS OF SUCCESSFUL SUSTAINABLE BRANDING STRATEGY In branding context, proper implementation of sustainability concept into society requires strong brands and comprehensive strategy. Best positioned and trustful brands are most inspirational, most influencing and with the ability to induce mass resonance and action. On the other hand, appropriate strategy maximizes brands’ impact, in best way fit “greenness” in consumers’ lifestyle and trigger not just green audience but has much wider extent. Likewise, it brings additional value to an individual and unequivocally inform consumers about all benefits of green brands purchase.Suitable sustainable branding strategy includes changes in various marketing strategy areas, such as product production, design, packaging and positioning, communication with target market, etc. Environmentally friendly materials, reduction of paper usage and carbon emissions, creating public awareness and actions toward waste reduction and educating people about sustainable products benefits all togetherincrease company strategy visibility and the chances for buying environmentally-friendly brands.Moreover, marketing strategy must be allied with overall business strategy. Environmental culture should permeate all organization sectors, which understand, collaborate and recognize importance of brand green orientation. This points out the significance of observing internal structures and all employees as the starting point in terms of education, support and proper implementation of sustainability concept. The best way for making brand ambassadors is creation of strong ties between a brand and both employees and consumers. However, the most challenging area in green branding is dealing with the gap between company’s performance and consumer perception. Thus, company’s performance should be demonstrated through clear explanation how organization source, produce, and distribute products and services in sustainable-responsible manner, while consumer perception should be built among key consumers through credible and permanent communication of crucial benefits of sustainable practices.Green branding is more than eco-labeling. Convincing and sound communication is essential for the process – familiarity with company’s vision and tangible action plan for making a change is the basis for motivation of consumers and reaching their minds and hearts. Emotional connection created through green positioning provide three different types of values for consumers: 1) “a feeling of well-being” – finding personal satisfaction in contribution to the “common good”; 2) “auto-expression benefits” – finding personal satisfaction in socially visible consumption and acquisition of environmentally conscious image; and 3) “nature-related benefits” – love toward nature as the main trigger for satisfaction.There are various criteria for establishing successful sustainable brand strategy, like uniqueness, innovativeness, co-creation of sustainable value, and accurate and clever communication. However, common thread that links all successful brands, regardless of whether they are green or conventional, is understanding “what matters to people in their lives, how and in what direction culture is changing, how to lead rather than follow and how to ‘walk the talk’ of brand integrity”, and those aremainstream rules for each successful brand strategy. In the era of environmental concern and sustainability on the top of business and society agendas, it is both an obligation and an opportunity for companies to enhance their brands’ performance and enlarge brand equity.CONCLUSIONThis article examines how branding theory and practice evolve in modern business environment where sustainability has been set as a major global issue. In this sense, strong brands have been seen as a powerful driver of changes towards sustainable behaviour patterns of both companies and consumers. However, fitting internal cultures and brand image is the main challenge organisations face in identifying the most effective strategies. Thus, maximizing brands’ impact requires comprehensive green branding strategy that calls for multiple modifications in marketing policy and organisational culture.Previous studies in the field of sustainable branding were the bases for the examination conducted in this article. Dealing with the attitude – behaviour gap, marketing communication and education with the aim of fitting greenness into consumer lifestyle, finding value in consumption and building trust between brand/company and consumers are some of the leading topics that should be addressed in order to create public awareness and green behaviour patterns.However, scientific investigation of the sustainable branding practice is at very beginning. There is still not enough companies that actually implemented the sustainability concept into their business models and this is both the main limitation of the study and great opportunity for the future research. Understanding consumers, making business processes and brands green and inspiring broad audience to adopt sustainable behavior will be one of the main requests in the future and major antecedent of prosperous business.中文译文：在可持续发展时代的品牌策略摘要现如今，品牌是变革的有力工具。

品牌定位外文文献翻译最新译文文献出处：Harrison-Walker L J. STRATEGIC BRAND ORIENTATION [J]. Academy of Marketing Studies Journal, 2014, 18(2).原文STRATEGIC BRAND ORIENTATIONL. Jean .Harrison-WalkerWHAT IS A BRAND ORIENTATION?The term 'brand orientation' was first coined in the early 1990s (Gromark &Melin, 2011). Urde (1999, p. 117) provides the classic definition of a brand orientation as an approach in which the processes of an organization revolve around the creation, development and protection of brand identity in an ongoing interaction with target customers with the aim of achieving lasting competitive advantages in the form of brands. Grant (1995) explains that the basis of a firm's competitive advantage lies in its unique, valuable, and hard-to-imitate resources and competencies. What constitutes true competitive advantage depends upon the competitors and the customers in the market; these are the points of reference for what is unique and valuable (Urde, 1999, p.118).Gromark and Melin (2011, p.395) expand upon Urde's (1999) definition of a brand orientation:Brand orientation is a deliberate approach to brand building where brand equity is created through interaction between internal and external stakeholders. This approach is characterised by brands being the hub around which the organisation's processes revolve, an approach in which brand management is perceived as a core competence and where brand building isintimately associated with business development and financial performance.In this revised definition, Gromark and Melin (2011) attempt to further emphasize (1) that brand orientation requires a deliberate approach to brand building, as opposed to the ad hoc approach to branding common to many firms (Gromark &Melin, 2005; Baumgarth, 2009) and (2) the importance of making the brand the basis of the organization's processes.Accordingly, a firm is not considered brand oriented simply by virtue of the fact that is hasbranded products, perhaps with creative logos and slogans attached. The decisive difference is whether the brand identity represents a strategic platform for the firm or not (Urde, 1999, P-119).A company that is brand oriented is distinguished by the high relevance accorded to branding by top management and characterized by an offer that is relatively constant, consistent, relevant to the buyer, and clearly differentiated from other companies (Baumgarth, 2010). Indeed, Wong and Merrilees (2007) found that the best indicators of a brand orientation were those that indicated a particularly high regard for branding: 'branding is essential in running this company,' 'branding is essential to our strategy' and 'branding is an important asset for us.'WHERE DOES A BRAND ORIENTATION FIT WITHIN CONTEMPORARYMARKETING STRATEGY?Over the years, at least three competing philosophies have influenced marketing strategies. In the years leading up to the mid-1950s, marketing focused internally on production efficiency(e.g.a product orientation) and aggressive selling (e.g., a sales orientation). Somewhere around the mid 1950's, the focus shifted externally to customer needs (e.g. the marketing concept). The marketing concept, identified by (McCarthy &Perreault, 1984) as the philosophical foundation of a market orientation, consists of three components: customer focus, integration, and long term profitability. The marketing concept is said to serve as a cornerstone of marketing thought (see Borch, 1957; McKitterick, 1957).The 1990s saw renewed interest in the concept of market orientation (the implementation of the marketing concept). Based on a thorough literature review, Harrison-Walker (2001) conceptualized a market orientation as a dual, four-stage process involving information acquisition (Kohli &Jaworski, 1990), information sharing (Kohli &Jaworski, 1990), shared interpretation of information (Day, 1993; Sinkula, 1994), and the utilization of information in developing and implementing marketing strategies (Kohli &Jaworski, 1990). The type of information which is gathered, shared, interpreted and utilized is information about customers and competitors (Narver &Slater, 1990). In other words, the information gathered about customers and competitors is ultimately utilized by the market oriented organization to develop and implement marketing strategies that will meet the needs of customers - and do so more effectively than competitors.In an attempt to depict the market oriented approach to marketing strategy, customer needs may be thought of as the core around which the marketing mix is designed (see Figure 1). It is through a thorough and organization-wide understanding ofcustomer needs that a company can develop effective product, pricing, promotion and distribution strategies leading to improved long term performance. Harrison-Walker (2001) empirically demonstrated that customer orientation has a significant and positive impact on balanced scorecard measures of business performance.In Figure 1, branding is included as one of the many product strategy decisions, along with decisions such as product design, packaging, product warranties, etc. In non-brand oriented firms, the brand is simply as one of many resources within the firm and there is no discussion about the importance of basing the firm's approach on the brand as a specific resource (c.f. Collins &Montgomery, 1995; Peteraf, 1993; Prahalad &Hamel, 1990). Even within product strategy, it is more likely the product and its functional advantages receive far greater attention than the brand (Urde, 1999, p.l 19). The problem is that functional advantages can generally be imitated (Urde, 1999, p.l 19).The question then becomes whether a market oriented firm can also be brand oriented and, if so, where brand orientation comes into the picture. Certainly, an organization cannot focus on a brand without meeting customer needs. Customer needs must remain at the core. This does not mean that the customer is king; it means that it is imperative for the company to have a thorough understanding of customer needs in order to design an effective marketing strategy. So in our revised figure, customer needs remain at the core. For a proper adaptation of our model in Figure 1, we are provided direction by Wong and Merrilees (2007, p.388) who explain that "If each element of a marketing mix aligns to the brand, then consequently they will be aligned to each other and produce a more consistent and robustperformance." In order for the brand to function as the basis of the organization's responses (Gromark &Melin, 2005), we need to add a second concentric circle around the core (see Figure 2). The second concentric circle is the brand strategy. This makes absolute sense from a marketing strategy perspective when one considers that critical branding decisions, such as positioning, are depended upon in designing the marketing mix. That is, strategic positioning involves designing the product and the marketing mix to fit a unique position in the consumer's mind. Therefore, once consumer information is collected and processed, the positioning strategy is formulated and the marketing mix is developed to communicate the brand's unique position.In support of this conceptualization, indicating that not only are a market orientation and a brand orientation not mutually exclusive, but that a brand orientation positively impacts the effectiveness of the marketing strategy (Wong &Merrilees, 2008), Urde (1999, p.18) provides the following quote from Olle Tegstam, Senior Vice President at Nestle:An organization can never only be brand-oriented. There have to be products that are demanded and that work together with your brand. To be brand-oriented is market orientation "plus".FACTORS AFFECTING A BRAND ORIENTATION Nowadays most companies understand that brand orientation is crucial to developing strong brands and are convinced that strong brands can provide sustainable competitive advantages (Gromark &Melin, 2011). In fact, "brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (Dawar, 2004, p.31). But what factors affect a company's brandorientation?By reviewing the existing marketing and business literature it is possible to identify a number of potential antecedents to a brand orientation. In this study, eight factors are identified as factors potentially influencing a brand orientation. The conceptual model showing the potential antecedents of a brand orientation is presented in Figure 3. Potential antecedents include: the size of the company, brand barriers, services component, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. In the following sections, we introduce each of the potential antecedents and set forth a research proposition with regard to its expected effect on a brand orientation.Size of CompanyThe first factor identified as a potential antecedent of a brand orientation is the size of the company. Several researchers (Baumgarth, 2010, Krake, 2005, Wong &Merrilees, 2005) report that smaller companies are less likely to be brand oriented than larger companies. For example, in a study of business-to-business companies, Baumgarth (2010) divided sample companies into"successful" and "unsuccessful" groups on the basis of a market performance index, and found that while all companies in the sample reported low levels of brand orientation, smaller companies exhibited lower levels of brand orientation than larger ones. In this study, the size of the company was measured both in terms of turnover and number of employees (Baumgarth, 2010).Wong and Merrilees (2005) provide an explanation as to whysmaller companies tend to be less brand oriented than larger ones; that is, smaller companies have a lower level of brand orientation than larger ones because they perceive that they have neither the time nor the resources to conduct branding activities. The authors (Wong &Merrilees, 2005, p.156) note that numerous studies "have identified many SMEs failing to fully invest in most business assets, including advertising, information technology and training, and to perceive such investments as costs instead."In another study by Krake (2005), qualitative research was conducted with 10 mostly medium sized companies. Just over half of the companies studied admitted that they "do something about brand management" and, following clarification of the research question, three maintained that brand management had no part in their daily or weekly operations (Krake, 2005, p.230). Krake (2005) further found that other than the directors/owners, no one within these organizations was specifically concerned with brand management, nor was it widely discussed or communicated. Krake (2005) concludes that in many SME companies, brand management receives little or no attention in the daily run of affairs. Although the owners or directors of SMEs are the ones to take the lead in this area, they either seldom have the time for it or are not even aware of "brand management" as a concept (Krake, 2005).Based on the research findings of Baumgarth (2010), Krake (2005), and Wong and Merrilees (2005), it seems that smaller companies are less brand-oriented than larger ones. This leads to the following research proposition.PI: The size of the company has a positive effect on the company's level of brand orientation. Brand BarriersPerhaps related to the size of the company is the constructof brand barriers identified by Wong and Merrilees (2005). 'Brand barriers' refer to obstacles that hinder smaller firms in particular in carrying out business activities based on the brand. The obstacles primarily involve limitations on financial and human resources, as well as time (Krake, 2005, Wong &Merrilees, 2005). The brand barriers construct is identified separately from the size of the company since larger firms may also be affected by resource limitations for a number of reasons including the negative effects of uncontrollable factors in various sectors of the external environment. These may include a weak economy, increasing costs of doing business, the imposition of new legal restrictions or requirements, and so forth. The unavailability of financial and human resources often forces firms to adopt a short term focus rather than a long term branding strategy and to underinvest in building the distinctiveness of their brand (Wong &Merrilees, 2005). Although Wong and Merrilees (2005) propose that brand barriers have a negative effect on a brand orientation, this relationship has not been empirically examined. We concur with Wong and Merrilees (2005) and set forth the following research proposition.P2: Brand barriers have a negative effect on the company 's level of brand orientation. Services ComponentThe third potential antecedent relates to whether the company's product is a service or a physical good. Marketers generally perceive a continuum with pure services at one end (such as a carton of cereal) and pure services (such as financial services) at the other. Many products fall somewhere in between. For example, a restaurant provides the physical good of the food services as well as the service product that involves seating guests, serving food, and clearing the table. In order to providemore complete information to marketing managers, it is common for marketing studies to examine whether differences between physical goods and services are significant.P3: The extent to which a company provides services over physical goods has a negative effect on the company's level of brand orientation.MANAGERIAL AND RESEARCH IMPLICATIONS The purpose of this paper is to identify potential antecedents of a brand orientation based on the existing marketing and business literature and to set forth a conceptual model depicting research propositions. Studies conducted on the consequences of a brand orientation demonstrate that a brand orientation has a positive effect on business performance. Accordingly, managers should strive to develop and nurture the brand orientation of their businesses in their efforts to attain higher business performance and competitive advantage.The study suggests several factors as important determinants of a brand orientation. Based on the existing literature, a brand orientation appears to be facilitated by a number of factors, including: the size of the company, exploration of brand identity, brand research, years of planning and investment, expansion growth intention, and brand management assessment. Additionally, brand barriers and the extent to which a company provides services over physical goods are associated with a lower level of a brand orientation. From a managerial perspective, a relatively low level of a brand orientation may lead managers to alter certain antecedents which, in turn, would lead to a higher level of a brand orientation. For example, a company with a low level of a brand orientation may invest time in exploring questions about the brand's currentidentity, from both internal as well as external perspectives. Alternatively, the firm could conduct a brand management assessment to determine if the current system of brand management is appropriate to the firm's circumstances. The brand management assessment may be particularly important if the company has recently added a number of new brands either through new product development or as the result of a corporate merger, or if the company has reduced the number of brands in its product mix as the result of divestment or experiencing negative outcomes associated with poorly managed brand proliferation.Research into a brand orientation is a relatively new field. Although the construct was first introduced in the 1990's, much of the research has been conducted only within the last decade. Many questions remain to be answered. This paper contributes to the field by providing an explanation and illustration of how a brand orientation fits within contemporary marketing strategy and identifying several potential antecedents of a brand orientation. The managerial and research implications that are presented further support the importance of gaining a more complete understanding of a brand orientation and provide direction for the advancement of research into this important and beneficial construct.译文战略品牌定位L.珍.哈里森-沃克什么是品牌定位？“品牌定位”一词最早出现于1990年代初(吉瑞马克和梅林,2011)。

毕业论文（设计）外文翻译一、外文原文标题：Principles of corporate rebranding原文：Literature reviewIn corporate branding, major classic works include Olins (1978, 1994), Gregory (1991),Dowling (1994), Fombrun (1996) and Ind (1997). Although invaluable and creative, they tend to follow a relatively traditional marketing communication and planning framework. More recent books (Balmer and Greyser, 2003; Olins, 2003; Ind, 2004; Schultz et al., 2005; Schroeder and Salzer-Morling, 2006; de Chernatony, 2006) have focused on nuances such as living the brand, the role of experiences and internal branding. Recent special issues of journals on the topic have extended the debate (Schultz and de Chernatony, 2002; Balmer, 2003; Balmer et al., 2006; Melewar and Karaosmanoglu, 2006).Although we refer to corporate brands, very similar properties apply to organisational brands, service brands (Berry, 2000; de Chernatony and Segal-Horn, 2003; de Chernatony et al., 2005) and retailer brands (Birtwistle and Freathy, 1998; Burt and Sparks, 2002; Davies and Chun, 2002; Merrilees and Fry, 2002; Ailawadi and Keller, 2004), with a high degree of interchangeability across the terms. One way of summarizing the corporate brand literature is to contrast the nature of corporate brands with product brands. Firstly, the organization features more strongly and explicitly in corporate brands (Hatch and Schultz, 2003). Culture and structure are critical for corporate brands, not simply for implementation reasons, but as a major part of the brand essence. Another way of expressing the organizational aspect is to emphasize the role of internal processes or internal branding as part of corporate branding (Bergstrom et al., 2002; Gapp and Merrilees, 2006; Vallaster and de Chernatony, 2006). Secondly, corporate brands are likely to be more central and strategic, controlled by higher-level management such as the Chief Executive Officer(Hatch and Schultz, 2003). Thirdly, corporate brands are likely to be more abstract, representing higher-order values (like freedom or purity) compared to more functionally based product brands (de Chernatony, 2002; Urde, 2003). Fourthly, corporate brands are more complex, with potentially different brand meanings across different stakeholders (Balmer and Greyser, 2002).Most relevant literature deals with specific issues such as the potential gap between the espoused corporate brand and the actual brand image stakeholders may have of a company (Davies and Chun, 2002). However, Knox and Bickerton (2003) and Hatch and Shultz (2001, 2003) give useful frameworks for integrating components of corporate branding.Corporate rebranding can be contrasted to corporate branding, which refers to the initial coherent articulation of the corporate brand and can occur at any time. Corporate rebranding refers to the disjunction or change between an initially formulated corporate brand and a new formulation. The change in brand vision can be referred to as brand revision. The process of executing the revision throughout the organization would most likely require a change management process. With corporate branding, organizational issues may well involve some changes, but the emphasis is on getting gall units to adhere consistently to policy and procedure specifications (such as common letterheads or business cards, or the use of colors). However, with corporate rebranding, all units need to be moved from one mindset/culture to another.Shifting focus from corporate branding to corporate rebranding, we find less research or consensus. An early academic paper on rebranding was Berry’s (1988) summary of Ogilvy and Mather’s brand revitalization program. A common trigger for revitalizing brands is under-performance (Kapferer, 1997). Using renaming, a narrow approach to rebranding, both Muzellec et al. (2003) and Muzellec and Lambkin (2006) found that structural factors such as mergers and acquisitions were the main drivers of rebranding, with brand image improvement ranked lower. Before focusing on rebranding success factors, we note Stuart and Muzellec’s (2004) argum ent that rebranding may not be the solution to some problems. They suggest that rebranding considerations include comprehensive assessment of potential benefits, clarity aboutwhat is being signaled, and checking that key stakeholders understand and support the proposed change.Four academic case studies make major contributions to understanding corporate rebranding. Ewing et al. (1995) studied the rebranding of Mazda (South Africa) with a change from a narrow focus on durability and reliability to a more complex and differentiating set of core values –quality, technology and excitement. The main lessons were the needs for sensitivity to the existing customer base, strong advertising, and for internal branding within the dealer network. These lessons were packaged as a simple marketing plan framework.Schultz and Hatch (2003) provide insights into the development processes undertaken by the LEGO Group in their corporate rebranding. The new brand values were articulated and followed by the interplay between the organizational culture and communicated image. The corporate brand traveled through a complex set of cycles in its new formulation, including the linkage across the three main elements (vision, culture, image), plus the involvement of all stakeholders and the integration of the three elements. Interestingly, Schultz and Hatch (2003) conclude by posing paradoxes that require resolution if corporate rebranding is to succeed.Finally, Merrilees (2005) analyzed the rebranding of Canadian Tire, a major auto and leisure goods retailer, in response to competitive pressures. The study highlighted the roles of qualitative and quantitative market research, and company intuition to guide the new brand vision. Stakeholder management with staff, dealers, suppliers and management was featured, as was the role of a creative integrated marketing communication advertising strategy. The lessons were built into a theoretical framework, based on the three-stage process of changing the brand vision to brand-orientated commitment from stakeholders, and to brand strategy implementation including advertising and other changes to the marketing mix, linked to the new brand values.In summary, the current status of corporate rebranding theory is construed as an amalgam of the three dominant themes from the four case studies. Theme 1 is the need to re-vision the brand based on a solid understanding of the consumer, to meetboth existing and anticipated needs. Theme 2 is the use of internal marketing or internal branding to ensure commitment of the relevant stakeholders. Theme 3 features the role of advertising and other marketing mix elements in the implementation phase. These themes provide a helpful broad theoretical framework for corporate rebranding.Extending the theory of corporate rebrandingTheories can be developed or extended using typologies (Doty and Glick, 1994), propositions or principles (Kohli and Jaworksi, 1990) or case research (Eisenhardt, 1989; Yin, 2004). We used the latter two theory-building approaches to extend corporate rebranding theory. The current theory is broad and not coded comprehensively. The more detailed a theory, the more amenable it is to evaluation and testing. Either propositions or principles could facilitate framing the theory more tightly, though principles were chosen because of the under-developed literature, and subsequently six principles were developed. Principles allow more scope for discretionary decisions on the part of corporate branders, compatible with the ambiguity that confronts some of these decisions. This characteristic is particularly evident in the first principle. Establishing principles guided by the literature is a useful method of coding. In this study, Principles 1, 2 and 3 refer to the process of revising the vision, Princi ple 4 to attaining internal support or “buy-in” to the new vision, and Principles 5 and 6 to implementing the new corporate brand strategy.Principle 1Designing a suitable brand vision for the corporate rebrand should balance the need to continue to satisfy the core ideology of the corporate brand, yet progress the brand so it remains relevant to contemporary conditions.The first principle reflects the paradox that all corporate rebranding exercises should balance remaining the same with moving forwards. Several studies support this approach. Collins and Porras (1997) compared “visionary” companies with a matched sample of other organizations in the same industry.The interplay between core and progress is one of the most important findingsfrom our work. Indeed，core ideology and the drive for progress exist together in a visionary company, like yin and yang of Chinese dualistic philosophy; each element enables, complements and reinforces the other (Collins and Porras, 1997, p. 85).We interpret this finding as affirming the benefits of combining strong branding (through the core values) and innovation (through investment and change), creating a synergistic relationship between strong brands and innovation. One fashion company reports that brand management is an evolving process “ensuring continuity and consistency” with “innovation, collaboration and vision at the heart of any good company” (Oroton, 2002, p. 5). Several studies identify the danger of strong brands doing so well that they have inertia, resist innovation and inadvertently invite rivals to outmaneuver the leader over time (Christensen, 1997). The solution is the willingness of brand leaders to innovate from time to time, which necessitates corporate rebranding for corporate sustainability.Principle 2Successful corporate rebranding may require retaining at least some core or peripheral brand concepts to build a bridge from the existing corporate brand to the revised corporate brand.There is always pressure to refresh the brand to maintain contemporary relevance. Nonetheless, maintaining a nexus between the existing and the revised corporate brand is vital. Kapferer (1997, p. 334) argues that traces of corporate brand memory should not be abandoned when the brand is revised. These traces provide legitimacy to all customers and help make the revised brand acceptable. Keller (2003, pp. 651-3) cites Adidas choosing to return to their roots to recapture lost brand equity. This principle suggests that rebranding is an incremental change process as opposed to a radical change, necessitating change management considerations initially at the design level of the new vision formulation. Indirect support for Principle 2 comes from brand extension theory. Successful brand extensions come from the successful transfer of brand meaning from one context to another, whereas rebranding is a transfer of meaning from one time to another.Principle 3Successful corporate rebranding may require meeting the needs of new market segments relative to the segments supporting the existing brand.In re-visioning the corporation, the corporate rebranding may need to tap into new market segments or even new markets (Kapferer, 1997, p. 334). Added new attributes could satisfy a new segment, like a need for a more socially responsible company. Growing the brand might require tapping into additional target markets with different needs from the original brand customer base. The emergence of new market segments reflects the natural evolution of markets over time and the need to keep brands with a contemporary, fresh focus. Principle 1 suggested the need to balance previous and new consumer needs and sometimes the needs can be coded as a new market segment. For example, the Ewing et al. (1996) Mazda case above involved adding a more sophisticated market segment, though this could still co-exist with the initial segment with more basic needs.These first three principles of corporate rebranding build on the existing literature and focus on re-creating the brand vision to suit a more contemporary market. The existing theory of corporate rebranding covers not just brand re-visioning but also internal branding and brand strategy implementation. Formulating another three principles adds specificity to these latter two stages of corporate rebranding.Principle 4A company applying a high level of brand orientation through communication, training and internal marketing is more likely to have effective corporate rebranding. Brand orientation occurs when the brand is core to the essence of the company and its strategies, that is, when all stakeholders (especially employees) have ownership of the brand and live the brand in their daily script (Urde, 1999). Other literature supports the brand orientation concept (see Macrae, 1996; Upshaw and Taylor, 2000; Wong and Merrilees, 2005). Stuart and Muzellec (2004) and Kaikati (2003) also emphasize the need for stakeholder “buy-in”. Principle 4 actuali zes the internal branding aspect of corporate rebranding. Vallaster and de Chernatony (2006) highlight the importance of leadership in facilitating internal branding. Other cases support the role of internal branding in corporate rebranding, including Bergstrom et al.’s (2002) study of Saab.Karmark (2005) provides detailed case examples of processes used by firms to help employees live the brand, as well as situations where the brand may be resisted. Overall, internal stakeholder buy-in is vital.Principle 5A successful company having a high level of integration and coordination of all aspects of the marketing mix, with each brand element aligned to the corporate brand concept in its corporate rebranding strategy implementation, is more likely to have effective corporate rebranding.Companies should implement a corporate rebranding strategy methodically. All parts of the strategy, including product or service design, customer service, distribution, pricing and relationship management, must be integrated. That is, each brand element representing each component of the marketing or retail mix should be directly linked (aligned) to the brand concept. Lindstro¨m and Andersen (1999) strongly advocate the notion of precise alignment between brand element and brand concept. Kaikati (2003) and Daly and Moloney (2004) detail particular rebranding implementation campaigns. Dav is and Dunn (2002) detail how “brand touch points” can be operationalised.Principle 6Promotion is needed to make stakeholders aware of the revised brand, with possible additional benefits if non mass media are included in the promotion mix. Although advertising is a natural choice for large firms, budget considerations require consideration of more direct promotional methods, including public relations. Public relations may have a comparative advantage when the goal is to change attitudes, such as a social campaign or indeed changing brands (rebranding). Virgin is noted for its breakthrough stunts in creating awareness for new initiatives. A number of companies have used non mass-media promotion as a medium to a stronger brand position (Joachimsthaler and Aaker, 1999). Indeed, Joachimsthaler and Aaker (1999) show that customer involvement in brand-building exercises using non mass media can be particularly effective. They give the examples of Cadbury World as a theme park creating more powerful brand experiences and Nestle´ using the Casa Buitoni Clubteaching the English how to cook Italian meals. Relatedly, these authors give another example of non mass-media promotion influencing branding, namely the role of the staff in contributing to in-store, cause-related experiences as evident in the Body Shop. These are examples of active customer involvement using interactivity.Principle 6 shows the need to communicate the new brand to the stakeholders. Moreover, non-mass methods are potentially effective in communicating the new brand. However, recognizing the effectiveness of interactivity between staff and customers in rebranding may just be the start in achieving greater involvement of stakeholders. Further, in some cases the rebranding may be initiated or led from the consumer, such as the Dunlop V olley case, leading Beverland and Ewing (2005) to suggest that branding could be seen as a two-way dialogue, rather than a top down communication exercise. We can extend this idea to include staff-led initiatives, making it potentially a three-way dialogue.出处：Bill Merrilees and Dale Miller.Principles of corporate rebranding[J].European Journal of Marketing.Vol. 42 No. 5/6, 2008,pp.537-552.二、翻译文章标题：企业重塑品牌的原则译文：企业重塑品牌的原则——比尔梅里斯和戴尔米勒文献综述在企业品牌建设方面，主要的经典作品包括奥林斯（1978年，1994年），格雷戈里（1991），道林（1994），Fombrun（1996年）和工业（1997）。

品牌管理参考文献及外文文献翻译-中字4865 品牌管理参考文献及外文文献翻译-英语论文英文:2799字中文:4685字:此版本为WORD格式,下载后可随便修改,:品牌管理参考文献及外文文献翻译-英语论文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。

谁拥有强有力的品牌，谁就拥有了竞争的资本，未来企业间的竞争是品牌的战争。

企业的品牌从默默无闻发展成为一个著名的成功品牌，是一个从小到大的过程，是和企业成长的生命周期密切相关的。

企业处在不同的成长阶段，面临的经营环境、经营管理重点各不相同，相应的品牌管理的重点和特色也有所不同。

1 品牌促进企业成长的机理认识作为企业声誉与信息的组合体，品牌是企业及其产品所包含的技术、质量、功能、文化、市场地位等引发形成的信息系统，是企业及其产品识别的符号系统。

品牌通过其内涵的信息系统及市场对它的反应评价，影响市场的行为，产生有利于该企业的行为偏好，并进一步区别于有形要素的存在，成为企业的无形资产而发挥功能，实现其经济价值，推动企业的成长。

大量中外企业的实践证明，品牌是促进企业成长的主要动力，而且品牌对企业的贡献随着企业的成长日益扩大。

1.1 通过影响顾客的购买心理和购买选择偏好，扩大产品的销售品牌在顾客心目中是企业和产品的标志，代表着产品的品质、特色，代表着企业的经营特色、质量管理要求等。

顾客通过品牌可以非常容易地获取和辨别有关的信息，获取信息成本的下降意味着顾客购买成本的下降。

而顾客熟悉的品牌或者知名度较高的品牌，又使顾客的购买风险感觉系数下降。

这两个方面的综合作用使顾客的购买心理和购买行为形成了对某种品牌产品的选择偏好，从而扩大了产品的销售。

1.2 通过提高品牌的认知，创造产品的附加价值品牌知名度可以通过广告迅际利润，在价格上升时，消费者反应缺乏弹性，价格下降时则富有弹性，这也是名牌产品之所以能够获得比一般产品更高利润空间的原因所在。

1.3 通过强化顾客对品牌的联想和忠诚，提高产品的竞争能力当顾客对品牌有了整体认知了以后，企业可以通过强化顾客对品牌的联想和忠诚进一步推动品牌对企业成长的促进作用。

外文翻译外文翻译原文1Supply chain interactions due to store-brand introductions: Theimpact of retail competitionStore-brand products are of increasing importance in retailing, often causing channel conflict as they compete with national brands. Focusing on the interactions that arise in single-manufacturer single-retailer settings, previous research suggests that one main driver of store-brand profitability to the retailer is that it leads to a reduction of the national-brand wholesale price. Under retail competition, the Robinson Patman Act then introduces an interesting trade-off: A retailer that introduces a store brand incurs the associated costs and risks, while sharing this benefit with its competition. We show that the resulting interactions can cause retailers to play “chicken”, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in channels with a single retailer, as has been the object of most previous research, and we show that some of the key insights derived from single-retailer models fail to hold when retailers compete. We conduct a numeric study, and our findings suggest that retailers are more likely to randomize their store-brand introduction strategies when customers have strong store preferences, and when the retailers’ store-brand products are similar to the national-brand product in terms of customer valuations and production cost.Intuition suggests that the introduction of store brands increases the retailers’ power in the supply chain and that the manufacturer needs to reduce the wholesale price to sustain national-brand sales. Assuming that this intuition holds and that this wholesale price reduction is one of the key drivers of store-brand profitability, the legislation associated with the Robinson Patman Act introduces an interesting trade-off into the retailers’ decision making. Since the act requires that the manufacturer charges the same wholesale price to all retailers (unless there is a good and fair business reason for differentiation), the manufacturer might have to adjust this “global” wholesale price due to some retailers’ store-brand introduction. While manufacturers in practice justify slight wholesale price differences by differentiating packaging and deliveryoptions, the act ensures such differences to be minor. A retailer that introduces a store brand then incurs the associated risks and costs, while sharing most of the benefit with all competing retailers. We show that such interactions might induce retailers to play chicken, either of them preferring a store-brand introduction by the competitor. Such interactions do not arise in supply chains with a single retailer, as has been the object of most previous research.To the best of our knowledge, our work presents the first attempt at explicitly studying the determinants of store-brand introduction decisions of independent and competing retailers. We consider these decisions in a spatial model with aspects of both vertical and horizontal product differentiation, where store-brand introductions are associated with fixed costs. Most analytical research of store-brand introduction interactions in supply chains has considered single-retailer settings. We show that the supply chain interactions that govern store-brand introduction decisions might be of a very different character in the presence of retail competition.Author: Ana Groznik and H. Sebastian HeeseNationality: Ana Groznik（Portugal），H. Sebastian Heese（USA）Originate from: Production, Manufacturing and Logistics由供应链协作引入商店自有品牌：农产品零售业竞争的影响商店自有品牌的产品在零售渠道冲突中变得越来越重要，这往往导致他们与民族品牌产生竞争。