企业品牌文化建设外文文献翻译最新译文3000多字

文献信息: Thompson M. The research of enterprise brand culture construction [J]. Marketing Theory, 2015, 12(05):41-51.原文The research of enterprise brand culture constructionThompson MAbstractBrand culture is a culture trait in all the cultural phenomenon of brand of sedimentary and brand activities. Brand belongs to the category of high-cultural value, is the unity of the physical form and spiritual form, and is the combination of modern social and cultural value orientation. Enterprise brand culture is an important part of enterprise culture and enterprise culture including spirit culture, system culture, marketing culture, marketing and brand culture is the culture of a kind of expression form, is the enterprise culture construction of high-level pursuit. An enterprise has its own corporate culture, but does not mean that the brand culture, brand culture is the enterprise after years of efforts, the brand gain greater advantage in the market competition and influence.Keywords: Corporate culture; Brand culture construction; Development strategy1 IntroductionMarlboro (Marlboro) President Maxwell declared: "the brand is one of the biggest enterprise assets, the enterprise brand as the depositor's account, you are constantly in its value in the advertisement, and you can enjoy its high interest rates.”Coca-Cola Company a manager declared: "if Coca-Cola all factories overnight is destroyed by fire, but it can quickly back to life. Because Coca-Cola brand can make any company bonanza, by this you will get to the bank loan, come back to life. "Above all, the brand is a huge intangible assets, has is immeasurable power and very high social value and of great economic value.2 The necessity of brand culture constructionModern commercial society, enterprises pay more and more attention to the shaping of the brand. In the process of business development marketing, into the brand culture connotation, make it more with rich cultural atmosphere, improve thelevel and cultural value of goods, and thus have a huge economic effect and social significance.2.1Enhance the competitiveness of the enterprise brandIn the modern business, using the cultural connotation to participate in the competition can bring twice the result with half the effort. Then decide what is the basis for successful competition, why do some products can be in an impregnable position in the market, and some enterprise product was good, but is the occupation of the market. This surface is the price problem or quality problem, but in essence is the enterprise brand culture construction problems. Because enterprise brand culture determines the people's way of thinking, then decided to the enterprise business philosophy, goals, strategies, tactics and methods, etc. As a result of the enterprise brand culture gap, can form the gap between business strength. Therefore, only by establishing the correct values system, form a competitive brand culture of enterprise, to guarantee the brand enterprises in the competition. In today's world economic competition, the surface is the competitive products and services, is a deep layer management of competition, and then a deep layer is the competition system, and the deeper cultural competition. No cultural taste of enterprise, is the lack of the vitality of enterprises; No cultural flavor of the product, is behind The Times, is not popular with the consumer products. Brand is the deep culture, brand is a symbol of wealth, famous brand marks the social status, brand to prove the quality, and brand is the culture. Investigation showed that both residents consumer goods market and durable consumer goods market, its concentration is very high, the sum of the top 10 brands share is in commonly 70 ~ 80%.Consumers have to shift from simply pay attention to the matter of consumer brand utility to pay attention to consumer goods material function outside the other utility. Quite a number of consumers started from the "goods" to enter the stage of "brand consumption", the brand culture is born, brand competition is transferred to the enterprise brand culture came up, the connotation of brand culture more rich, more lasting, associated with people's thought life, the greater the brand competitiveness is stronger, and the stronger the brand enterprise competitiveness. Therefore, the brand culture is to enhance the brand competitivenessof the enterprise.2.2 Integration within the enterprise cohesion and competitivenessThe competition and development of the modern enterprise, the person has played a decisive factor, brand culture shape, is a values between internal decision makers, employees, society, the essence of management view and behavior standards, unified integration process, in the form of visual understanding through communication, interaction, mutual inductance, thus the enhancement enterprise's cohesive force and fighting capacity, promote the spirit of teamwork and progress. Brand culture is the enterprise product or service brand image, the manifestation of social values. The so-called "faithful" and "table" is the company's brand image, "in", is the core of the internal management staff, "table" and the thought of "in the" cultural value orientation is unified. Through the fusion of culture, can make well management and staff together, for the company for the society to create huge economic value and social value. McDonald's is no matter in which country or area of business development, insist on promoting construction company internal family happiness, the family culture, emphasizes equality and teamwork of the concepts of family affection, blame, let employees feel is a kind of warm loving together create the pursuit of the relationship.2.3 Cultivate staff quality and image of the goodBrand culture is the core of brand management idea, behavior standards, packaging unified visual identity. Is an important role on the cultivation of the quality of employees, such as solidarity, honesty and service production, sales, service functions? Employee is responsible for the brand, all the business activities on behalf of the company's brand image. behavior so that employees must conform to the company's brand culture connotation extension features, such as cosmetic skin care products series "kose", such as "Maybelline", when strengthening brand of beauty and fashion culture, pay more attention to the staff in the thought, language, behavior, good communication with customers, and the exercise of service quality, make customers feel personalized quality service in the process of consumption.2.4 Build the brand of good nature and strong expansion driveBrand value is embodied in the marketing management play a convey of cultural thought, is the nature of goods or services. Thinking of "science and technology people-oriented" brand culture, also expressed the inner "people-oriented, science and technology as the core, to fashion culture as the direction of" the world of modern culture management idea, thus in the process of development, always full of brand personality expansion drive and cultural dissemination of permeability.2.5 Brand of quality servicesBuild brand service is one of the important means to participate in market competition, is also a merchant's a tidy intangible assets. To build the brand service, the best method is to use the enterprise brand culture. Scholars LuKeHeng say ": American culture exists in the thoughts, emotions and responses of various industries has fixed mode, and spread it can be got through symbols. Culture constitutes the achievement of groups have distinguishing feature each, these achievements include they manufacture all kinds of concrete forms. Therefore, services such as to enterprise brand culture as the guidance, and participate in the competition of service, will createa successful brand service.3 The development of enterprise brand culture3.1 Fully aware of the development of brand culture strategic positionBrand culture's strategic position depends on the culture in the process of shaping brand value. As is known to all, the brand value depends on the brand product of social trust and loyalty, the higher consumer loyalty of products, the higher brand value. To maintain consumer trust and loyalty of the product, the upgrading of products is inevitable, but volatility is lesser, product development and upgrading of the guidance of culture to maintain certain stability. The stability of culture is the core of the product development, in the brand core value in the process of dominance; the key idea is the leading product value. American scholar Stephen king pointed out that ": the product is produced in the factory, the brand is what consumers buy, a product can be imitated by competitors, but the brand is unique, products become obsolete soon fall behind, and successful brand is enduring, its core brand culture". At the same time, the strategic position of brand culture reflected in the cultural positioning theauthority of organization, in foreign enterprises, determine the enterprise culture and brand culture of the organization of the board of directors, is the highest decision-making authority of the enterprise, decides the company management policy, strategy, etc., the authority of decision-making authority decides the brand culture in the enterprise management status, only know fully in place, they can better do a good job of the brand culture development. Given the current our country enterprise awareness of the brand culture is not yet in place, strengthen the enterprise core management of brand culture understanding, establish its strategic position, is particularly important.3.2 Shape under the same brand hierarchy culture systemEnterprise in a single brand for all product sales, should according to different product quality, the formation of hierarchical culture system. The cultural system consists of the values and brand series products of cultural values, mainly the core brand values, is the basis of product series of cultural values, plays a controlling role, its scope involves product development philosophy, marketing theory, organization operation pattern, is the core of the brand value, the key to segment the consumer market. Series of cultural values of the products is in the Lord, according to the characteristics of the product on the basis of brand culture, the development of niche value concept, has distinct features and different products cultural value should be obvious difference, it is divided into the basis of product quality. To the hierarchy of cultural system, enrich the connotation of brand culture; widen the breadth of culture, to expand the depth of the brand.3.3Establish a professional brand culture development organizationBrand culture in the core position in the brand development process, the decision enterprise must set up special organizations responsible for the management of brand culture development, the status of the agency must be in the strategic level, is the enterprise decision-making institutions directly under the leadership of the development institutions, the personnel structure must be involved in decision-making, management, product development and design department, sales department, etc., is a combination of collective wisdom. Should maintain the independence of the agencybusiness at the same time, to avoid the interference of day-to-day business management, design and develop independently. In the concrete implementation of brand culture development business, should strengthen the study of consumer behavior, grope for the consumption law of consumer groups, is characteristic of enterprise product brand development idea is put forward.译文企业品牌文化建设的研究Thompson M摘要品牌文化就是指文化特质在品牌中的沉积和品牌活动中的一切文化现象。

品牌管理参考文献及外文文献翻译-英语论文品牌管理参考文献及外文文献翻译参考文献[1] (美国)迈克尔.R.所罗门. 消费者行为学[M] . 经济科学出版社,2002. [2] 陈艳. 名牌战略及实施[J] . 商业研究,2005(1).[3] 雷平. 我国实施名牌战略过程中的难点及对策思考[J] . 商业研究,2004(5).[4] 蔡凯龙. 创名牌更要保名牌[J] . 经营管理者,2003(5). [5] 安进. 塑造品牌[M] . 山西:山西经济出版社,1999.[6] Michael Armstrong : Makeing The Brand[M] . English EconomicalPublishing House, 2005.[7] 朱方明. 品牌促销[M] . 中国经济出版社,2003(1).[8] Paul Temporal : How Does The Brand Develop[M] . Journal ofAppliedEconomics , 2003[9] 西荛. 品牌的动态策划[J] . 品牌策划新主张,2002(1). [10] 张续焦,帅建淮. 成功的品牌管理[M] . 北京:中国物价出版社,2002. [11] 李芳. 名牌战略与创新[J] . 中国名牌,2005(9).本文源自六维论文网 [12] 孙立平. 中国企业品牌战略的制胜之道[J] . 决策探索,2004(2). [13] 叶明海. 品牌创新与品牌营销[M] . 河北:河北人民出版社,2003:15-18,31. [14] 王二院,如何演绎品牌[J] .中国名牌,2003(1).[15] DEL.J.Hawkins : Consumer Behavior[M] . MCGraw-Hill , 2002.[16] Phillip Kotler : Marketing Management[M] . Printice-hall , 2004.绪论新经济时代的大型企业面临的最主要问题是如何建立和管理企业的品牌。

公司企业文化英文作文English:Company culture is the foundation of an organization, shaping its identity, values, and behaviors. A strong company culture not only fosters a sense of belonging and unity among employees but also contributes to the overall success of the business. It is essential for companies to establish a positive and inclusive culture that promotes collaboration, innovation, and continuous improvement. By fostering open communication, trust, and transparency, employees feel empowered and motivated to work towards common goals. A positive company culture also helps attract and retain top talent, as employees are more likely to stay in an organization where they feel supported, valued, and appreciated. With a strong company culture in place, organizations can enhance employee engagement, productivity, and overall performance, ultimately driving long-term success.中文翻译:公司文化是组织的基础，塑造其身份、价值观和行为。

企业文化建设英文文献## Corporate Culture Building.Corporate culture is the shared values, beliefs, and behaviors that characterize an organization. It is a powerful force that can shape everything from employee morale to customer satisfaction. A strong corporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.There are many different ways to build a strong corporate culture. Some of the most effective strategies include:Communicating values and beliefs. A company's values and beliefs should be clearly communicated to all employees. This can be done through written statements, company-wide meetings, and training programs.Setting clear expectations. Employees need to knowwhat is expected of them in terms of behavior and performance. Clear expectations help to create a consistent work environment and reduce confusion and uncertainty.Rewarding desired behaviors. When employees demonstrate desired behaviors, it is important to reward them. This can be done through bonuses, promotions, or simply verbal praise.Creating opportunities for learning and development. Employees need to have opportunities to learn and develop their skills. This can be done through training programs, workshops, and on-the-job training.Fostering a sense of community. A strong corporate culture is built on a sense of community. Employees need to feel like they are part of something bigger than themselves. This can be fostered through team-building activities, company events, and social media.Building a strong corporate culture takes time and effort. However, the benefits are well worth it. A strongcorporate culture can help a company attract and retain top talent, boost productivity, and improve profitability.## 企业文化建设。

企业文化建设英文参考文献IntroductionCorporate culture refers to the collective values, beliefs, goals, and practices that shape the behavior and perception of an organization. It is one of the critical elements that differentiate one organization from the other. Culture has a significant impact on every aspect of an organization, such as employee engagement, productivity, and overall performance. Therefore, it is essential to develop a positive culture that aligns with the organization's goals and values. Effective corporate culture building requires a commitment at all levels of the organization, from top management to front-line employees. This paper provides a comprehensive review of significant works on corporate culture building.Impact of corporate cultureCorporate culture has a significant impact on the employees' behavior and the achievement of organizational goals. It provides a framework that guides the individual and collective decisions, behaviors, and perceptions of employees. Schumacher (2018) argues that corporate culture is the driving force behindhigh-performance organizations. He further argues that effective corporate culture-building practices create a sense of belonging, loyalty, and commitment among employees, which leads toincreased productivity and performance. This assertion is supported by the work of Denison (2012), who established through empirical research that corporate culture has a significant impact on organizational performance.Characteristics of effective corporate cultureAn effective corporate culture should be aligned with the organization's goals, values, and mission. Baker (2017) argues that culture should be designed to support the organization's strategy. In other words, culture should be purpose-driven. An effective culture should embody the principles of transparency, accountability, and fairness. A culture that promotes inclusivity and diversity leads to better organizational performance. Additionally, a culture that encourages open communication, collaboration, and innovation fosters an environment that nurtures ideas and promotes creativity.How to build corporate cultureBuilding an effective corporate culture requires a deliberate and systematic approach. The process should start with the identification of the organization's goals, values, and mission. This process should involve all stakeholders, including top management, employees, and external stakeholders such as customers. The next step is to define the cultural principles that align with the organizational goals and values. These cultural principles should be clearly stated and communicated to allstakeholders. It is essential to create a culture that allows for innovation, experimentation, and continuous learning.Leadership plays a critical role in shaping the corporate culture. Leaders should embody the cultural principles and lead by example. Leaders should inspire, motivate, and engage employees to embrace the culture. It is critical to establish a reward and recognition system that reinforces the cultural principles. Rewarding employees who embody the cultural values creates a sense of ownership, loyalty, and commitment.ConclusionEffective corporate culture-building practices are critical for defining the organization's identity, values, and mission. Corporate culture shapes the individual and collective behavior, perceptions, and decisions of employees. An effective corporate culture should be aligned with the organization's values and goals. Creating a positive culture that supports inclusivity, diversity, and innovation can lead to increased employee engagement, productivity, and organizational performance. Effective corporate culture building requires a commitment from all stakeholders, including top management, employees, and customers. It is critical to establish a deliberate and systematic approach to building the culture, which involves identifying the cultural principles, communicating them, and establishing a reward and recognition system that reinforces them. Leadership plays a critical role in shaping the corporate culture. Therefore, leadersshould embody the cultural principles and lead by example. Building a strong and positive corporate culture requires continuous effort and commitment.ReferencesBaker, R. (2017). The role of culture in generating and sustaining high performance. Journal of Organizational Culture, Communications, and Conflict, 21(1), 14-29.Denison, D. (2012). Corporate culture and organizational effectiveness. New York: Wiley.Schumacher, C. (2018). Building the performance culture: A systematic approach to driving organizational success. New Jersey: John Wiley & Sons.。

Corporate CultureThe concept of enterprise cultureEnterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is the spirit of the enterprise and values.The value of enterprise culture1.Enterprise culture affects the enterprise’s lifeCulture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support.2.Enterprise culture builds the enterprise’s core competenceThe 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the21’st century the core competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff.The spirit and ideas is the core of the enterprise’s culture. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise.Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise.The concept of brand cultureBrand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand. Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand,includi ng the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is the process to adapt to the consumer demand, realize the brand image, maintenance for goals, and complete the heart contract between the brand and the consumer.The concept of culture marketing powerCulture marketing power is that enterprises, through the cultural marketing, get strong marketing idea, super marketing image, a new marketing model, and so get strong marketing power.企业文化企业文化的概念企业文化是指企业全体员工在长期的创业和发展过程中培育形成，并共同遵守的最高目标，价值标准，基本信念及行为规范。

毕业论文（设计）外文翻译题目：浅谈企业的品牌文化建设一、外文原文标题：Brand and Culture原文：This is the first paper in a series of papers presenting a new model of branding, one which draws upon the anthropological concept of culture. It replaces the old model of a separate and controllable external brand image—an image created to speak to consumers on behalf of a company. In the new model, a company’s true values replace the external brand image. We call this new model Brand Culture.Not that we’re looking for a proprietary term we can put a little after and ―monetize‖ or anything.Actually, we developed this model while trying to solve our clients’problems and, at the same time,while trying to figure out where this branding thing was going next.The theory of Brand Culture was partly informed by Douglas Ai tkin’s groundbreaking book, The Culling of Brands, which was one of the first books to apply anthropological theory in understanding how certain brands work—sp ecifically ―cult‖brands. While cults, by definition,are experienced by the few, every human experiences culture, and every brand has the potential to develop a brand culture. Our concept of Brand Culture has also been informed and validated by the recent writings of some really bright anthropologists who are studying the way consumers use brands. And we love reading really bright anthropologists.Brand can promote the growth of the enterprise.In the new economical time, marketing of the biggest problems is how to establish and manage an enterprise's brand. Whoever has a strong brand, the competition will have the capital. In the future marketing is the brand name of the war . Corporate brand from unknown to develop into a famous brand's success is a small to large process, and the enterprise is the growth of the life corresponding brand strategy and the focus has different characteristics.Brands occupy an increasingly prominent place in the managerial mind as well as the cultural landscape. Recent research has shown that brands are interpreted or read in multiple ways, prompting an important and illuminating reconsideration of how branding "works," and shifting attention from brand producers toward consumer response to understand how branding interacts with consumers to create meaning. Largely missing from these insights, however, is an awareness of basic cultural processes that affect contemporary brands, including historical context, ethical concerns, and consumer response. Neither managers nor consumers completely control branding processes - cultural codes constrain how brands work to produce meaning. Brand Culture places brands firmly within culture to look at the complex underpinnings of branding processes.Reputation as a business and information mix, brand enterprises and their products are included in the technology, quality, function, culture, position in the market triggered the formation of information systems, enterprises and their products are identifiable symbol system. Brand, through its connotations of market information system and its response evaluation, which would affect market behavior, have the benefit of the enterprise's behavior preferences, and further distinguishes it from the tangible elements of existence, become a functioning and intangible assets, the realization of their economic value and promote the growth of enterprises. A large number of Chinese and foreign enterprises of practice has proved that the brand is promoting enterprise growth is the main driving force Brand and the contribution of enterprises with the growth of enterprises have been expanding.Brand in the eyes of customers and products is a sign that represents product quality, characteristics, represent enterprises operating characteristics, quality management requirements. Customers through brand can be very easy to identify and access the information, Access to information means that the costs of customer acquisition cost decreased. And the customer familiar with the brand or higher brand visibility, and also allows customers to purchase coefficient decreased risk perception. These two aspects of the comprehensive role of the customers buy psychological and purchase behavior of a certain brand products Preferences, thus broadening theproduct sales.Brand culture is a company culture in which employees "live" to brand values, to solve problems and make decisions internally, and deliver a branded customer experience externally. It is the desired outcome of an internal branding, internal brand alignment or employee engagement effort that elevates beyond communications and training.A brand in order to be relevant to consumers and sustainable over time must operate much like a culture. A company must develop an ethos and a worldview that it absolutely believes in and then should act in accordance with it. Everything the company does - every product or service it offers, every public statement, advertisement, website, internal policy, memo and business decisions it makes must be congruent with that ethos and worldview.If the brand truly represents an ethos and worldview which are attractive to consumers they will embrace the brand as part of their own identity. They will join the brand culture and participate in that culture as a way of expressing to the rest of the world who they are and what they believe in.An Apple iPod stands for a courageous, inventive, rebellious and audacious approach to life that make every iPod user proud and give a badge of identity. It stands for the Apple way of doing things. Harley Davidson has created a rich body of meaning and embodied that meaning in a system of symbols and actions. This is the Harley Davidson brand culture - belief, passion, excitement, commitment etc.When consumer connects to a brand that aligns with their most deeply held beliefs and sense of identity they are essentially both pulling that brand into their own world and entering the world of that brand. The vital thing for any organization is to create this world for its consumers. The value of brand culture comes out when companies give its consumers something to believe in.Branding is usually associated with expensive advertising campaigns that draw a rosy picture of a given company. A picture that customers cannot always recognize when dealing with the company in real life.At Brand culture we introduce a more sustainable way of branding. We believe that for a brand to be credible and profitable in the long run, there must be consistency and authenticity in every contact interface –from advertising to store decoration, employee behavior as well as product quali ty. That’s why we help companies identify and remove the gap between what they communicate and what their customers really experience.The key to successful branding lies in building a company culture where every employee feels and acts like a passionate brand ambassadors. We have created processes that help companies involve their employees in the brand building process.The process of globalization is demolishing the physical boundaries of the markets and fuelling competition. Now brands, result-oriented strategies and efficient customer relationship management play important role in achieving an edge over competitors.The charisma of brands cannot be undermined. Some of the brands have become, more or less, generic names. These include Fridge, Xerox, Insta, Dalda, Surf and Lifebouy. People use these brand names whenever they wish to refer to the actual product even if it carries a different name. The word Fridge has become a synonymous for refrigerator, Xerox for photocopy, Insta for cellular phone, Dalda for vanaspati ghee, Surf for washing powder and Lifebouy for carbolic soap.The brand names assure the users of certain quality standards and consistency of quality. At the same time brand loyalty generates repeated sales for the brand owners. The confidence level is often to the extent that consumers even do not know the name of manufacturer or the country where these products have been manufactured.Pakistan cannot remain immune to the process of globalization. While it has to open the domestic market for the overseas suppliers, Pakistani manufacturers not only have to face the competition in the local market but also compete in the international markets. The biggest challenge is for textiles and clothing sector which has been surviving due to quota regime. Some of the Pakistani brands from the sector of Bonanza and ChenOne have become known in global markets and many more namesare passing through the process of recognition. Therefore, by following the foot prints of the leaders, other can also let the world known about their products.Exploring the influence of branding in various industries is very interesting story. While most of the marketeers accept the importance of brands in case of consumables and durables, even agricultural inputs are being sold with brand names. The two examples are Engro and Kissan urea. As a majority equity participant in FFC-Jordan, Fauji Fertilizer preferred to use Kissan name due to its widespread brand loyalty.In the consumer market the strength of brand names like Surf, Dalda, Robin Blue are the stalwarts. In urban areas and in case of brand-loyal customers the insistence of a consumer to buy a product is understandable. However, in rural areas where people cannot read names, they identify the products by logos. Some of these brands are often considered as generic names. This kind of brand loyalty or association has been developed due to extensive and intensive promotion by the companies. The impact of brand influence can also be gauged by lubricants buying habit of drivers. Now they insist of a brand rather than compromising on unbranded lubricant.As regards consumer durables, some of the brand names have been imprinted in the memories of users. These are Philips, IBM, Intel, Sony and Waves. Consumers consider these names as industry bench mark. Interestingly, Intel was initially a microprocessor manufacturing company but the name Intel was, and still, considered to be the bench mark for evaluating the performance of a computer. The other interesting example is Sony. They are the pioneer of flat screen technology. Wega is their flat screen model but when people go to purchase a television, they insist on Sony although they mean a flat screen model produced by the Sony company.TeeJays was a pioneer of branding in ready made garments. While it has not been able to get wide recognition at local and domestic level, some other manufacturers have attained such recognition. Two such names are Bonanza and ChenOne. While Bonanza became known due to its massive marketing and promotion, ChenOne has become a pick of those who love to buy world known brands. The manufacturers of ChenOne based their marketing strategy on four Ps, product, price, promotion and placement.They realized the importance of product and produced items which were, in way, inferior to the some of the world leading brands. They also priced the products accordingly and used massive advertising to let the buyers know about the products. However, they were very choosy about placement. They decided to sell the product from their own outlets which are located in the areas where the residents have the corresponding purchasing power. Lately the ChenOne products have been made available in the Middle East market. To conclude, it is enough to say that unless local manufacturers establish the credibility of their products by branding them they may not be able to compete in the local market and maintain their share in the global markets.Branding today must be a company-wide initiative based on core values. A company’s performanc e in the marketplace usually starts with the internal dynamics of the company. And if a brand sprouts from an internal truth rather than a manufactured image, then the brand starts here as well—on the inside of a company.Executive leadership must realize that branding is no longer the province of the marketing department. Companies must build a brand culture that is rooted in the heart of the organization and radiates outward as a natural set of actions based on a common ethos and worldview. This brand culture will not only unite employees in a common purpose and vision, it will also attract consumers and engage them in a deep and meaningful relationship that transcends the traditional marketing goals of brand preference and brand loyalty.出处：Spenser E. Ante. Brand and Culture:Business Week[J].2009,9(28),PP.56-67二、翻译文章标题：品牌与文化译文：这是一个系列文章的第一篇介绍一种品牌的新模式，这种新模型利用了文化人类学。

品牌建设策略摘要：品牌建立在有形产品和无形服务的基础上。

有形是指产品的新颖包装、独特设计、以及富有象征吸引力的名称等。

而服务是在销售过程当中或售后服务中给顾客满意的感觉，让顾客体验到做真正“上帝”的幸福感。

让他们始终觉得选择买这种产品的决策是对的。

本文通过对品牌建设策略的阐释，指导企业建立自己独特的品牌。

关键词：品牌，品牌建设1品牌建设的定义是品牌管理和IMC运动的主要关切。

每一位营销者应该追求长期股权，注重每一个细节的战略。

因为一个小的消息失调会导致品牌延伸的巨大失败。

另一方面，他在消费者心中的心理过程。

干扰变数是一个有用的指标，以评估消费者对品牌延伸评估。

在整个分类理论和联想网络理论，消费者是否有能力处理成有用的知识，成为他们的信息。

他们将通过测量和比较核心的品牌，适合质量类别，以往的经验和知识，使困难的核心品牌之间的差异及延伸产品。

因此，在这篇文章中可以推断什么是消费者对品牌延伸评价的几点：1、核心品牌质量创造了一个品牌和低消费的影响评估适合的强势地位。

2、核心品牌之间的相似性和延伸，是消费者对适合知觉的主要关切。

较高的相似性是适合高的看法。

3、消费者的知识和经验影响评价之前，延伸产品踪迹。

4、更多的延伸产品创新时，可以感觉到更大的积极配合。

一个成功的品牌战略依赖于信息沟通和一致的清晰的品牌形象。

品牌延伸的负面影响将导致对母品牌及品牌系列极大的损害。

从管理和营销的角度来看，一个品牌应该保持在一个长期的一致性和连续性的品牌信息的方式和协会的运作。

由于从品牌延伸的影响，负面影响是巨大的，久治不愈。

每一个消息或品牌延伸可以稀释性的品牌。

品牌延伸或品牌延伸是一种营销策略，其中一个公司的营销与发展良好的形象的产品用于不同的产品类别中的同一品牌名称。

新产品被称为剥离。

组织使用这一战略，以增加和利用品牌权益（定义：净资产，距离著名的名称长期可持续性）。

品牌延伸的一个例子是果胶，明胶果冻布丁创造持久性有机污染物。

本科毕业论文（设计）外文翻译一、外文原文标题：Corporate Brand Building: A Methodology原文：BRAND BUILDING VS REPUTATION MANAGEMENTThe author has always found the term 'reputation management' a little limp. It does not pass the cocktail party test. If someone asked at the metaphoric cocktail party 'What do you do?' The author would not imagine saying 'Oh ... I manage reputations'. Put bluntly, as a client and not a consultant it would seem wasteful to pay good money for someone to 'manage my reputation'. It sounds like something to be done for oneself-not left to some-one else. And it docs not sound espe-cially dynamic. On the other hand, paying someone to 'build my brand' sounds altogether more energetic and useful.That is one of the reasons why the author's company evolved its strapline from 'PR solutions to marketing pro-blems' to 'building corporate and pro-duct brands'. The other is that it better expresses what the firm now does as a consultancy: corporate as well as mar-keting PR. The identity shift did, how-ever, present two problems.First, we did not want to alienate clients who did not see their organisa-tions as brands. Much of our business is in the public sector. We do not yet live in a world where government bodies see themselves as brands (although with the reinvention of the Labour Party it may only be a matter of time). Putting the 'corporate' before 'product' in the strap helped. The term 'product brand' leads on to consumer PR, which is only part of our work.Secondly, it begged the question - if we are a brand-building PR firm, then how exactly do we build brands - especially corporate brands? We needed to package what we were already doing across the firm in differ-ent ways into a best practice methodol-ogy available to our staff.What follows is based on internal seminar presentations about this methodology.WHAT ARE BRANDS FOR?What job of work do brands do?David Ogilvy famously and suc-cinctly pointed to the power of emo-tion as the only sustainable differentiator in promoting a company, recognising that people buy with their heart as much as their head. At the risk of teaching grandmothers to suck eggs, it is reproduced because of its critical importance:"A company with a price advantage can be undercut. A company with a performance advantage can be outflanked. But a company with an emotionaldifference can potentially demand a premium forever."It is this emotional difference that makes the brand. As well as command-ing a premium, the brand:- Creates a strong sense of identity for staff and customers alike (eg the Co-operative Bank)- creates consistency across diverse products and services (eg Body Shop)- builds a deposit account of goodwill to help it weather crises (eg British Airways)- enables credible extensions into new product areas and new sectors like the super-elastic Virgin.A corporate brand goes beyond price and performance to secure the loyalty of its stakeholders.For example, Asda's controversial and high-profile pricing campaigns on books, pharmaceuticals and now luxury-branded goods express its posi-tioning as a consumer champion. The message that comes through the cam-paigns is not so much "our prices are cheaper" as "we are taking up cudgels on your behalf against artificially high prices".WHAT IS A CORPORATE BRAND?Some people make a distinction between corporate brands and product brands, and some think of brands only as product brands. But the author believes there is little practical differ-ence between corporate and product brands, especially when it comes to building them.A brand is a set of associations in the mind of the consumer. If we agree withOgilvy, a good product brand offers the consumer positive associations based on emotion as much as on reason. Individuals share or aspire to the values behind that brand. They buy the brand because of what it says about them. Assuming they can afford it, they buy their beloved Mercedes because they like the associations (and enjoy the drive).Actually, they are not buying a brand at all, they are buying a car. The brand is intangible - it is in their mind. It is equally intangible whether the brand is attached to a product or to an organisation. Plus, with many brands - Mercedes is a good example - the 'product' brand and the 'corpo-rate' brand are virtually indistinguish-able. If it was rumoured one day that Mercedes were launching a three-wheeler, we would expect it to have similar qualities to their four-wheelers.It is this equality of intangibility that makes it possible to build a brand around a firm (corporate brand) as readily as around a product (product brand). But corporate brand building is more complex and more challenging, because products are objects, while organisations are people.The author's firm sees a corporate brand as made up of three elements: vision, values and style."Vision" is as much a giving thing as a seeing thing: the contribution a firm makes to its staff , its customers, its industry, its local and possibly global community. The acid test is to ask: if the firm disappeared overnight, would anyone notice or care? The author believes the world would take notice and mourn the demise of a firm like Apple , for instance, incomparably more than a host of its lesser rivals. Apple is not just respected and appre-ciated. It is loved because of its mission to create products which empower and delight people. "Values" are what the firm stands for - its principles, expressed through policies and practices. These are defined as much by what the firm does not do as by what it docs. The extraordinary overnight success of the Co-operative Bank, for example (which woke up one morning, threw out its tired, old-fash-ioned wardrobe and replaced it with a new set of natty designer threads), is down to a solemn promise to customers not to invest in regimes and industries which oppress the human spirit. It reinvented itself, drawing deep from its heritage of socialresponsibility, refor-mulated so as to be relevant to modern times. What is crucial here is that it is impossible to separate the association of ethical banking from the Co-operative Bank brand. The brand positioning is not some kind of corporate sales pro-motion (often a waste of money, as some of the sponsors of the 1998 World Cup discovered). It has become part of the organisation's identity.Vision and values are expressed in how the firm conies across in its com-munication and through its people and its style. Very often this is the trickiest bit. One the one hand it requires iden-tifying and grooming the right 'heroes' to communicate vision and values as spokespeople in the media. The right people are not always the most senior people. On the other hand, it requires ensuring that everyone, not just the chosen heroes, understands the vision and values and communicates these appropriately in contact with external audiences, especially customers. In communicating its corporate brand proposition, a firm is making a promise to its audiences. It must deliver behind the promise, or be pilloried for incon- sistency and betrayal. People will judge a firm far more on their personal experience face to face or on the phone than on what they read about it in the newspapers. This means checking that policies, products, practices, systems - in fact, the firm's entire operation - are set up to support it, before going public. The difficulty in large firms is that internal and external communica-tions (let alone operations, sales and marketing) are all too often the pro-vinces of different departments and power structures. The advent of com-munication directors with responsibility across all communication has to be a step in the right direction.HOW DO WE BUILD THE BRAND?The author's firm has developed a four-stage approach, under the headings:- reconnaissance- strategy - fulfilment- evaluation.Stage 1: ReconnaissanceEffectively, this is a SWOT-plus analy-sis that uses information from internal and external sources, including desk and survey research, to agree:- goals: where is the firm going, what is it trying to achieve- current position: where is it coming from, how is it perceived and how does it stack up against the competi-tion- vision, values and style: what is its contribution, what are its values, how should these affect style of communication- issues: what relevant (and media-friendly) issues are there in the public domain that can be exploited to create a debate and that can be "owned"- preferably exclusively- by the firm to build its corporate brand through association?Stage 2: StrategyAt the heart of strategy is a campaigning theme in which the firm sets out to make a contribution to the world on one or more of the relevant issues that have been identified.This is not about saying, but doing: taking action to right a wrong, or to make life better for its stakeholders. This may include the submission of a researched report to a relevant author-ity, calling for some kind of action, perhaps even a change in the law.For example, when the insurer Direct Line first went into the home insurance sector in the early 1990s, having become market leader in the very dif-ferent motor insurance sector, it her-alded its arrival with a submission to the Office of Fair Trading attacking banks "and building societies" practice of 'tieing in' insurance products to mortgage agreements in order to earn commission on the insurance. Entitled "A billion pound burglary", Direct Line's report achieved substantial cov-erage, giving it the high moral ground in the new sector before it actually launched its product. It also implied home insurance would be cheaper from Direct Line, as there would be no com-mission to pay.In defining strategy, thought is given to how the campaigning theme will actually be exploited, typically through a three-part focus:- Third parties: who else should be involved? Third parties may be: Westminster, Whitehall, Brussels; allies and alliances (eg with other firms); associations (eg trade bodies, unions); pressure groups- media: national, regional, trade , consumer, broadcast, new media and Internet - policies, products and practices: putting the firm's own house in order and ensuring staff are on board to ensure the firm delivers the promise made in the campaign and that there are no disappointments for stakeholders or inconsistencies that could attract negative media attention.Stage 3: FulfilmentThis means the execution of strategy and involves:- planning: audiences, objectives, messages, tactics, schedule, budgets- implementation: carrying out campaign initiatives- monitoring: of coverage, compe-titor activity, legislative develop-ments which may help or hinder the campaign and corporate brand positioning.Stage 4: EvaluationEvaluation is obviously tailored to cli-ents' requirements and may include some or all of the following:- coverage: level and quality of media coverage achieved- Output: client satisfaction with performance against pre-agreed targets- outcomes: changes in audience perception of the brand and/or changes in audience behaviour- objectives: progress towards agreed campaign goals and recommenda-tions for the next phase of corporate brand-building activity.CONCLUSIONCorporate brand building means creat-ing emotional associations between a firm and its audience to achieve sustain-able competitive edge. For this to happen, the firm must have a vision (its contribution to the world over and above making products and making money) and values which have relevant appeal. Vision and values must be so integral to the firm that it is difficult to think of the firm without making the association with its vision and values. If this is achieved, the firm can be said to have a strong corporate brand.The brand is built through cam-paigns in which the firm expresses vision and values by taking action in the public arena - with third parties, via the media and in itsproducts, poli-cies and practices - for the benefit of the outside world, especially stake-holders. In this sense, corporate brand building may sound like altruism, but it is really enlightened self-interest. It strives to see the world from the audi-ence's perspective, rather than, selfishly, just from the firm's point of view. (This is another reason, by the way, the term "reputation management" should be killed. It emphasises the firm's-eye view of the world.)It may be asking too much of CEOs under pressure to deliver short-term profit to take a leaf out of JFK's book and ask what they can do for their country, rather than what their country can do for them. But, they might check how much they are already paying out, for example, on sponsor - ships, corporate hospitality, advertising and PR, to see if some of the funds might be better invested in building a powerful and sustainable point of dif-ference into the very fabric of their firm.出处：Francis Hallawell. Corporate Brand Building: A Methodology. Journal of Communication Management [J]. 1999. 3 (4), pp. 381-386.中文译文标题：企业品牌建设：一个方法论译文：品牌建设与声誉管理作者总是发现“声誉管理”这个术语有点站不住脚。

品牌建设英文作文高中作文英文：Building a brand is a crucial aspect of any business,as it helps to create a strong and recognizable identity in the market. A brand is not just a logo or a name, but it encompasses the values, culture, and reputation of a company. 。

For example, when I think of the brand Apple, I immediately associate it with innovation, sleek design, and high-quality products. This is because Apple hassuccessfully built a brand that reflects these qualities, and it has become a leading company in the tech industry. 。

Building a brand involves a lot of strategic planning and consistent effort. It starts with understanding the target audience and their needs, and then creating a brand message that resonates with them. This message should be communicated through all aspects of the business, from theproducts and services offered to the customer service and marketing efforts. 。