毕业论文外文翻译--企业品牌的声誉和品牌危机管理文献翻译-中英文对照翻译

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。

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。

Managing Risk:An Enterprise-wide ApproachBarton·ThomasL1、Shenkir·WilliamG2、Walker·PaulL3Twenty-first century businesses worldwide operate in an environment where f orces such as globalization,technology,the internet,deregulation,restructurings and changing consummer expectations——are creating much uncertainty and prodigious risks. Consider, for example, that no force is having as great an impact on business today as the Internet. And as the internet evolves, companies in all industries are rethinking the basics: business models, core strategies and target customer bases.These new developments create new issues related to risk and risk management. Managing risk on an integrated and enterprise-wide basis is a vital issue confronting executives, with the CFO a key decisionmaker in crafting the company strategy, "I think the point to risk management is not to try and operate your business in a risk-free environment, it's to tip the scale to your advantage. So it becomes strategic rather than just defensive," observed Peter Cox, chief financial officer of United Grain Growers Ltd. (of Canada). To some extent, no matter what its products or services, every organization is in the business of risk management.Most executives would likely agree that risk management is part of their job, and there is probably agreement that risks are increasing rather than decreasing. But ask executives to elaborate on risk management and you'll no doubt get a variety of answers: "It's about preventing disasters," or, "It's something the insurance or finance people handle."Is it just business management?What does "risk management" mean to management in today's companies? Financial Executives Research Foundation recently published a book summarizing research on the subject gleaned from five companies in diverse industries. The book Making Enterprise Risk ManagementPay Off, reports on how the five are implementing enterprise-wide risk management. The companies studied were: Chase Manhattan Corp (now j . P. Morgan Chase & Co.), E.Ldu Pont de Nemours and Co.Microsoft Corp., United Grain Growers, Ltd. and Unocal Corp.One key finding is that risk management is not just about finance insurance or disasters. It's about running the business effectively and understanding, at the core, the fun damental risks facing the business .Tim Ling, president and chief operating officerof Unocal (and the company's former CFO), emphasized, "think you will see almost all companies over the next few years moving in the same direction [as we are],really trying to integrate the notion of risk management with the notion of just business management. To me,running a business is all about managing risk."Successful companies, almost by definition, have managed risks well,but practicing ―risk management‖ has typic ally been informal and implicit. Some companies may have survived without ever knowing their real portfolios of risks. Taking an implicit approach to risk management can be risky itself, as it's caused some major surprises to companies unaware of the explicit risks.Examples include major debacles such as product recalls or fraudulent securities trading, major shifts in markets that management missed or saw too late, and increasingly complex environmental or business changes not recognized by management. Successful risk management today is not just alxsut debacles and the downside –it’s as much about opportunities and the upside. As UGG's Peter Cox .said, it's a "strategic" initiative, not a "defensive" one.A paradigm shiftBy way of definition, enterprisewide risk management, or integrated risk management, is a paradigm shift for many companies. Its goal is to create, protect and enhance shareholder value by managing the uncertainties that could either negatively or positively influence achievementof the organization's objectives. Historically, managing risk was done in 'silos' rather than enter-prise-wide, That is, companies knew how to manage certain obvious risks individually but never thought about examining every risk and involving management in managing all of those risks. Typically, companies would have people who managed process risk, safety risk, insurance, financial and assorted other risks. A result of this fragmented approach was that companies would often take huge risks in some areas of the business while over-managing substantially smaller risks in other areas.Enterprise-wide risk management is a coordinated and focused approach for managing all risks together.What's driving companies to adopt enterprise-wide approaches to risk management? The study found three major reasons. For starters, risk management has gained recognition as companies have seen major debacles occur internally or at other companies. The size of these disasters can be devastating, and executives frequently lose their jobs as a result.Simply stated, one of the main reasons risk management hasbecome necessary is to manage strategically and avoid catastrophes.Secondly, many executives believe risks are greater than ever before. In fact, even being a chief executive is risky. The Economist(Nov. 11, 2000) reported that this past October alone, 129 chief executives left their companies and that the Business Council no longer puts an incoming executive on its member list immediately, but instead waits to see if the newcomer will last. Executives know the risks are there, but they are not sure what to do to manage them. Indeed, many executives would welcome a risk management plan and related risk ini'rastructure.The third reason concerns shareholder value. Companies have learned (as Unocal's Tim Lingexpressed) that managing risk is really about managing the business and therefore managing risk can create shareholder value if done correctly. Susan Stalnecker. DuPont strea.surer. comments on the old view of risk management versus the new,more integrated approach; "What we have is a control process now. We don't have a value creation process.That s what we re trying to do."The risk management processStudy results from ihe five companies clearly indicate there is no "cookie-cutter" or one-size-fits-all approach to risk management. Each company developed different yet overlapping approaches. Yet, in spite of the differences, each company’s management believed that their approach was adding value to their organization. The discussion that follows highlights some of the lessons learned about adding value through enterprise-wide risk management.1. Identify risks. Effective risk management initially means knowing your risks. Each of the case study companies had, in one way or another, made a concerted effort to identify its risks. Risks were identified in a variety of ways: using scenario analysis, brainstorming, performing risk self-assessments and generally by looking across the organization (or enterprise-wide) to make sure they had covered the major business risks. Karl Primm,Unocal’s general auditor, said of the new approach. ―Risk management is not new; managers have been doing this since the beginning of time. An integrated approach, however, does shed new light and benefits on the process." Risk identification is not static. As the business, economy and industry change, so do the risks and so,too. must the risk identification process.2. Rank risks. Once risks are identified, management can determine what to do withthem, depending on the effect of the risk on the business.A good first step in assessing the effect is to rank risks by some scale of impact and likelihood. DuPont implicitly lanks risks, while Microsoftuses risk rankings to generate "risk maps." (Risk maps are a graphical approach for viewing and plotting both likelihood and impact of risks.)Either way,can you imagine trying to run a business without knowing the real risks and without knowing the possible importance of each risk? It's a recipe for poor performance or even disaster. The goal is to make conscious decisions about risk,including all risks facing the business.3. Try to measure risks. As previously noted, some companies implicitly or explicitly rank risks; others decide to validate the risk's perceived importance. These companies want to have more evidence on importance before they make decisions about how to manage the risk.Gathering this additional evidence helps management allocate capital efficiently and avoid over-managingthose risks that are not as important while under-managing those that are important.Risk Measurement ApproachesBut some risks seem to defy reliable measurement. "The approach we have taken in financial risk and business risk is to try to quantify what we can and not necessarily worry that we are unable to capture everything in our measurement," said George Zinn. director of corporate finance for Microsoft, describing how his company views the problem. Still, companies should attempt serious risk measurement because it offers hard data to back up the perceived impact of risks.The most sophisticated measurement of risk occurs in the area of financial risk. Companies are using value at risk or V AR (effect of unlikely events in normal markets), and stress testing (effect of plausible events in abnormal markets)methodologies to measure the potential impact of the financial risks they face. To Microsoft. V AR provides a way to respond to the question. "How much risk is Microsoft taking?" Microsoft's treasurer, Brent Callinicos, said that before the company used V AR. it would have to ask "what they really meant." The risk management group, according to Callinicos, decided it "would tell anyone who asks what we mean when we say we have risk."The measurement of risk has been evolving from financial risk to now include non-financial risk which is more problematic. However, the companies studied havedeveloped eclectic approaches to measuring these various risks. For example:UGG took risk measurement to a new level by developing, among other measures, gain/loss curves for risks. Such curves reveal the dollar effect and likelihood of a risk affecting earnings. In addition, UGG found that a certain subset of its risks contributed to as much as 50 percent of the variance in revenues.Knowing what affects revenue (and earnings) variance is extremely valuable to any organization, and UGG was even able to negotiate insurance coverage incorporating its most significant risk, grain volume, at no incremental cost because the risks were integrated in the insurance package. Also, UGG's risk measurement included more than traditional financial risks.DuPont advanced financial risk measurement even further by developing earnings at risk (EAR) measurement tools. To DuPont,V AR was not as helpful because it's a concept that's haid for some managers to understand and manage. With EAR,DuPont measures the effect of risk on reported earnings. It can then manage risk to a specified earnings level based on the company's risk appetite. With this integrated view, it can even now begin to see how risks affect the likelihood of achieving certain earnings targets. At DuPont. this new approach is dramatically altering the way it manages risk.Chase Manhattan developed its own measurement system - share-holder value added (SV A), because management was concerned that decision-makers were not explicitly considering the cost of risk. ―We're in the business of taking risk, but we’re in the business of getting paid for the risks that we take," said vice chairman Marc Shapiro. Asset growth under SV A has slowed from 15 percent to two percent in only three years, while cash income is at a healthy 17 percent growth rate.Microsoft adds an advanced but different version of scenario analysis to assist with non-financial risk identification and measurement.The company's risk management group has utilized .several scenarios to identify key business risks. As Callinicos emphasized, "The scenarios are really what we're trying to protect against." Two scenarios are he possibility of an earthquake in lie Seattle region and a major downurn in the stock market.In some cases, after a risk was measured, management learned that the real effect of the risk was significantly lower or higher than they had previously believed. This further reflects the value of having good risk measurement. Bottom line:when management knows the real level of the risks they face, they can then manage thoserisks more effectively and successfully.Author affiliation：1Kathryn and Richard Kip Professor of Accounting, and KPMG Research Fellow of Accounting, University of North Florida2William Stamps Farish Professor of Free Enterprise, McIntire School of Commerce, University of Virginia3Associate professor of accounting, McIntire School of Commerce, University of Virginia危机管理:一个企业全面管理的方法托马斯.巴顿1、威廉2、保罗.沃克 3在21世纪全球商业运作的环境中,如全球化、技术力量、互联网、重组和改变消费者的期望等力量正在引起大量不确定性和巨大的风险。

文献信息文献标题：Global Crisis Management – Current Research and Future Directions（全球危机管理的现状与未来研究方向）文献作者：W. Timothy Coombs，Daniel Laufer文献出处：《Journal of International Management》,2018.24(3):199- 203.字数统计：英文 3825 单词，21206 字符；中文 6719 汉字外文文献Global Crisis Management– Current Research and Future DirectionsAbstract Examples of crises involving multinationals can be found in the media around the world on a regular basis. Despite the importance of this topic, the state of the literature in the area of global crisis management has yet to be explored. Incorporating a commonly used three-stage approach describing crisis management as involving three phases the pre-crisis phase (prevention and preparation), the crisis phase (response), and the post-crisis phase (learning and revision) we briefly review the literature in global crisis management. We then introduce three special issue articles. Finally, we suggest future areas for research on the topic of global crisis management.Keywords: Global crisis management; Global crisis communication1.IntroductionAs we mentioned in our call for papers for this special issue on global crisis management, examples of crises involving multinationals can be found in the media around the world on a regular basis. Examples of high profile crises involving multinationals include Kobe Steel falsifying metal quality reports, the disappearance of Malaysia Airlines Flight 370, the oil spill in the Gulf by BP, sudden acceleration in Toyota cars, and people becoming seriously ill after using Vioxx, a prescription drug manufactured by the American multinational Merck. International crises will only increase as organizations create long supply chains and seek to expand into new markets beyond their borders. Consider the thousands of suppliers in the Nike supply chain or how Starbucks has expanded into Asia. There are many important issues for both academicians and practitioners relating to global crisis management. For example, do stakeholders in different countries react differently to a crisis and to crisis response strategies? If yes, how should a multinational respond to a crisis in its different markets? Volkswagen with its emissions crisis is facing that very issue.Crisis management is defined as “a set of factors designed to combat crises and to lessen the actual damage inf licted by a crisis” (Coombs, 2015). Drawing from the literature in emergency preparedness, crisis management involves four interrelated factors: Prevention, preparation, response and revision (Coombs, 2015). These factors are incorporated in a commonly used three-stage approach describing crisis management as involving three phases. The pre-crisis phase (prevention and preparation), the crisis phase (response), and the post-crisis phase (learning and revision).Recently a review of the literature on product harm crises was conducted by Cleeren et al. (2017), and the authors highlighted a need for a better understanding of product harm crises in an international context. They found that the overwhelming majority of studies on product harm crises were conducted in developed countries, and the authors felt that it is important to gain a better understanding of theimplications of product-harm crises in emerging economies. Cleeren et al. (2017) believe that country characteristics, such as rule of law, competitiveness or cultural characteristics could influence the reaction of stakeholders to product harm crises, and the effectiveness of corporate responses. It is worth noting that a product harm crisis is only one type of crisis, and we also believe that in the broader area of crisis management, there is very little research in the international context. We find a similar conclusion drawn from reviews of the international crisis communication research (Schwarz et al., 2016, Coombs, 2008). In fact, to our knowledge there has never been a special issue on global crisis management in any major journal.In this article, we first review papers from 16 ISI listed journals since 1997 to identify articles related to global crisis management, and describe the themes from the literature. Next, we describe the articles in this special issue. Finally, we suggest directions for future research.2.Global crisis management in international business researchConsistent with the findings of the literature review on Product Harm Crises by Cleeren et al. (2017), we found very few articles related to global crisis management. It is important to note the scope of this review reflects the focus of the call for this special issue. The scope is defined by studies that examine crises across different countries, what we can call comparative crisis research, as well as issues related to crisis management at multinationals. This differs from contextual crisis research that examines crisis management and communication practices in one country. Contextual crises seek to illumine practices that are country-specific and constitute a much larger body of research (e.g., George and Pratt, 2012). We are looking for research on how companies cope with crises that emerge in more than one country, and how multinationals are impacted by crisis management. For instance, an international crisis might involve the home country and one or more host countries or appear in number of host countries (Coombs, 2008). Based on our review of articles published in the 16ISI listed journals we identified only eight articles. These articles fall under the pre- crisis and crisis phases which we describe below:2.1.Pre-crisis phaseThe pre-crisis phase involves the prevention of crises, and preparation for crises in order to minimize damage to the organization. Organizational capabilities are addressed in two articles that examine how multinationals can deal more effectively with crises. Fainshmidt et al. (2017) find that the pre-crisis development of asset management capabilities influenced the performance of multinationals during the global financial crisis of 2008. They found that asset management capabilities that involve routine-altering activities enhanced the ability of multinationals to deal with more revolutionary events, such as global economic crises.Griffith and Ryans (2001) focused on the global corporate communications function at a multinational in their article. They recommend the creation of a brand equity team which is especially important at a multinational due to the increased complexity of op erating overseas. The brand equity team would monitor “activities internal to the organization, including its subsidiaries, as well as those of its suppliers, advertising agencies, public relations consultants, and others that reflect the firm in its publi cs” to minimize the threat to brand equity resulting from the actions and communications posed by these entities.The choice of a location for expansion by a multinational (new target market or manufacturing site) can also increase or decrease the risk for a crisis. Dai et al. (2013) examine the survival rate of foreign subsidiaries in host countries afflicted by political conflict focusing on Japanese multinationals operating in 25 countries. Not surprisingly the authors find that operating in a conflict zone reduces a foreign subsidiary's chance for survival. However, a dispersed multinational network facilitates subsidiary survival. The authors believe that this may be occurring because sister subsidiaries may provide a temporary refuge for shifting operations and redeploying employees, buying the focal subsidiary valuable time.Leong et al. (2008) in their article explore the role of consumer animosity in international crises, or the possibility that “a country's political actions in the international arena may create animosity towards brands affiliated with that nation”. In a study of consumers in five Asian countries they examined the impact of stable and situational animosity on the willingness to buy products from the US and Japan. The authors found that consumer animosity lowers product judgment and evaluation, as well as reduces the willingness to buy brands from the aggressor nation. Avoiding a market where there are high levels of consumer animosity would reduce the risk to a company of a crisis such as a consumer boycott, but other options are available to a company as well. These may be more viable, especially if the target market is lucrative. Klein et al. (1998) suggest companies can reduce the risk of consumer animosity adversely impacting a company by downplaying “Made in” labels and brand names associated with the aggressor country, engaging in strategic alliances and offering hybrid products that deemphasize the connection with the aggressor country, and localize production to the extent possible. Cause-related marketing may also assist in offsetting the risk of consumer animosity.Finally, Zhao et al. (2014) focus on the role CSR can play in crisis prevention. In an empirical study involving multinationals in China, they find that social adaptation, or meeting local stakeholders' social expectations regarding the social and environmental impact of multinationals, mitigates the risk of crises. In other words, the authors suggest that a multinational pursue a CSR localization strategy whereby it focuses on social problems with local priorities. Economic adaptation, on the other hand, which involves early entry to China, reliance on local leadership, and the speedy expansion of the hiring of local employees, increases the risk for crises. The authors suggest that an important reason economic adaptation leads to an increased risk of crises is because multinationals become more accustomed to flawed local practices when they rely on local talent (managerial and employees).It is logical that the pre-crisis phase would produce the most research because of its emphasis on risk management. Risk is the primary building block for crisismanagement. Most managers begin the crisis management process by assessing their risks and using that risk to guide their crisis planning. Organizations are familiar with risk management as its own discipline, hence, research related to risk in the global context is natural because of the existing managerial concern with risk.2.2.Crisis phaseThe crisis phase represents the response to the crisis, including the multinational's response and the response of its stakeholders. Cleeren et al. (2013) examined fast moving consumer good product harm crises, and found that category purchases decrease more in the Netherlands when compared to the UK. In another article examining the reactions of consumers to a crisis, Dutt and Padmanabhan (2011) find that after controlling for changes in per capita GDP, there is a further drop in consumption in developing countries as a result of a currency crisis. This suggests that managers in developing countries will find a more challenging situation during a currency crisis in terms of the magnitude of its impact on consumers, and itsduration.Ang (2001) in his article describes both consumer and corporate responses to a crisis. He examined how consumers in Singapore were impacted by different types of crises, and how their reactions differed from consumers in other areas of the world (USA, Eastern Europe and the Philippines). He found that crises impact consumers around the world differently, and moderating factors such as the nature of the crisis, socio-economic characteristics, trade dependencies, market sophistication and culture play an important role in understanding the different responses of consumers around the world.Ang's (2001) article is the only article that also examines how businesses changed their marketing strategies in different countries as a result of the crises. Similar to the reaction of consumers, businesses from different countries reacted differently to the crises due to moderating factors. For example, Ang (2001) found that “Relationship building or guanxi through providing additional services rather than price cutting is what businesses in Asia feel more comfortable with as a strategyduring an economic crisis. In contrast, among Yugoslavian businesses where galloping stagflation was experienced, pricing was constantly affected”.Though outside of the 16 ISI journals, Schultz et al. (2012) conducted a comparative analysis of BP's public relations efforts and subsequent media coverage surrounding the Deepwater Horizon Oil spill. Through a sematic network analysis, the researchers were able to assess BP's ability to set the media agenda and to frame coverage of the crisis as well as explore differences in the American and British media coverage of the crisis (Schultz et al., 2012). We have included this study because it is a rare example of comparative crisis communication research. The conclusion from this literature is that we know very little about how multinationals manage a crisis that affects multiple countries.3.Articles in the special issueThe articles in this special issue involve data collected from different regions of the world (Asia, Europe and North America), and different methodologies (qualitative and quantitative). Dhanesh and Sriramesh propose a framework which defines culture broadly to include political, economic, media, societal and activist cultures. They analyze a crisis faced by Nestle in India using the framework. Laufer, Garrett, and Ning examine the effectiveness of using the CEO as a spokesperson during a product harm crisis. Their studies were conducted in China and South Korea. Finally, Bowen, Freidank, Wannow and Cavallone examine the reaction of consumers in Germany and the USA to Volkswagen's response to the company's emissions crisis (“Dieselgate”).Dhanesh and Sriramesh believe that companies do not adequately recognize the role of culture during a crisis, and as a result they pay a heavy price both in terms of reputation and the bottom line. The authors believe that Benoit's Image Restoration Theory and Coombs Situational Crisis Communication Theory, two of the leading theories in Crisis Communication, do not adequately incorporate culture in theirframeworks. Dhanesh and Sriramesh propose a framework which defines culture broadly to include political, economic, media, societal and activist cultures. Applying this framework to a crisis faced by Nestle in India, they find that the multinational struggled to align itself to the complexities of the cultures of the host country. For example, Nestle struggled to cope with the rise of media corporatization, activist pressures and the vagaries of regulatory enforcement. The authors believe that crisis communication literature and managerial practice would be greatly enhanced by integrating culture in all its forms. Multinationals need to manage relationships during a crisis in countries where political, economic, media, culture and activist systems are unfamiliar to them. Dhanesh and Sriramesh's framework provides companies with the tools to better assess the complexity of culture during a crisis.Laufer, Garrett, and Ning examine the important issue of whether a company should use its CEO as a spokesperson during a product harm crisis. The authors found in studies conducted in South Korea and China that consumer responses to the CEO were contingent on the consumers' level of power distance. When consumers had high levels of power distance they had higher future purchase intentions when compared with consumers who had low levels of power distance when the CEO was the spokesperson during the crisis. In a study conducted in South Korea the authors also provide insight into the process by which this occurs. They find that higher levels of power distance generate increased levels of brand trust when the CEO is the spokesperson, which in turn increases future purchase intentions. Based on the findings of their study, the authors suggest that the CEO of a multinational corporation should be a spokesperson during a crisis in a relatively high power distance country such as China, whereas this may be less important in a low power distance country such as the USA.In the last article of the special issue, Freidank, Wannow and Cavallone examine the reaction of consumers in Germany and the USA to Volkswagen's response to the company's emissions crisis. The article addresses an important issue in global crisis management, do consumers in different countries perceive a company's responsedifferently during a global crisis? Also, are consumers from the multinational's home country more sympathetic to the corporate response? In order to examine these issues, Freidank, Wannow and Cavallone conducted an online survey among car drivers in the USA and Germany related to Volkswagen's emissions crisis. Based on their findings, the authors suggest that consumers from outside of a multinational's home country will rely more heavily on a company's crisis response in assessing what further actions they will take such as avoiding the company's products or retaliating against the company. The authors suggest that this takes place because consumers from the home country are more familiar with the multinational, so the crisis response plays a less important role in assessing the situation, and determining actions to be taken against the multinational.4.Directions for future researchThere is a great need for more research in the area of global crisis management. Based on our review which used the scope of comparative crisis research and issues related to crisis management at multinationals, very few studies have been conducted in the area despite the importance of the topic to both the academic and business communities. Below are suggestions for future research.4.1.Pre-crisis phaseThe area of risk assessment and diagnosing crisis vulnerabilities is a very important area of crisis management, and there is much to be examined in the global context. A number of interesting issues include the following:a)Risk assessment – As noted earlier, risk assessment is the foundation of crisis management. Therefore, differences in how risk assessment is conceptualized and approached can have a spillover effect onto crisis management. Some possible research areas include: Do managers and stakeholders assess risk differently across cultures? Do managers take noticeably different approaches and place different valueson risk assessment across cultures? What cultural factors influence these differences? The concept of uncertainty avoidance could be playing an important role in risk assessment.b)Crisis management plans – Crisis management plans are the primary tool for crisis managers. In Western countries crisis management plans are typically short documents that serve as rough guides to action rather than step-by-step actions to take during a crisis (Coombs, 2015). Crisis management plans are meant to be flexible except in cases where there are standard operating procedures for handling a specific type of crisis. Some possible research areas include: Do crisis management plans for similar crises differ in different countries? If yes, why? Do crisis management teams deviate from the plans more or less in different countries? If yes, why? Is there a difference in how detailed crisis management plans are for similar crises in different countries? If yes, why? The concept of power distance could be playing an important role in adhering to policies and procedures.4.2.Crisis phaseOut of all the phases, the crisis phase typically is the area the draws the most attention among researchers. However, in the global context there are still many topics that are under-researched. A number of interesting topics include thefollowing:a)The Role of Corporate Reputation during a Global Crisis –Reputation is a common variable in crisis research. Reputation has been examined as both an antecedent and a consequence in crisis research. As an antecedent, prior reputation can affect how stakeholders perceive a crisis and how managers respond to a crisis. As a consequence, crisis research often examines the damage a crisis inflicts on the organizational reputation. Some possible research areas include: What role does corporate reputation play in a global crisis? What is the impact of a strong corporate reputation during a global crisis? Is it more or less effective in certain crosscultural contexts? How is corporate reputation impacted by a crisis? Is it more or less adversely impacted in certain countries? What cultural factors influence the extent ofreputational harm?b)Apologies and Compensation in the Global Context –Apologies and compensation are two common options as responses to a crisis. Both crisis response strategies are considered accommodative because the strategies address concerns of the crisis victims (Coombs, 2007). However, the two crisis response strategies have an important difference—the actual acceptance of responsibility. In an apology, managers acknowledge responsibility for the crisis and open the organization up for financial responsibility for the crisis (Tyler, 1997). With compensation, stakeholders believe the organization is taking responsibility but that is never stated, hence, does not generate the same level of financial liability. We should be mindful that any crisis response strategy only has the desired effect when stakeholders accept the strategy as a viable crisis response (Coombs, 2007). Some possible research areas include: Are there cultural differences in the acceptance of apologies by companies during a crisis? Are stakeholders in certain countries more likely to forgive a company for a crisis, than others? Are consumers more or less likely to accept different levels of compensation for a crisis? In other words, would consumers in China be more understanding of higher levels of compensation given by an automobile company for a product recall in the USA? Could this be related to levels of power distance? Differences in economic development in the various countries impacted by thecrisis?4.3.Post-crisis phaseBased on our review of the literature, the post-crisis phase is the area with the greatest need for research. This is not surprising because the post-crisis phase is also the least researched area in crisis management in general (Coombs, 2014). An area of particular importance is organizational learning in the aftermath of a crisis. Are employees in certain countries more or less receptive to learning from a crisis, and open to organizational change? What cultural factors facilitate organizational changes following a crisis? A critical component for learning is the application of post-crisis reviews because the process has been found to facilitate organizational learning(Baird et al., 2000). An interesting issue to examine in the global context related to this issue would be to assess whether companies in certain countries are more receptive to post-crisis reviews than others. What cultural factors could influence the acceptance of post-crisis reviews?Another topic of interest for the post-crisis phase is examining the role of grieving and memorials. When crises produce victims, there is a need for grieving which increases the likelihood of spontaneous memorials to appear. Managers need to decide if and how the organization fits into the grieving and memorialization process. How does grieving and memorialization vary by culture, and what are the implications for crises that produce victims in different countries?5.ConclusionCrisis management for a company that operates in a single country is a very challenging situation during the best of times. Managing a crisis in multiple countries introduces new complexities that create enormous challenges for multinationals. What worked for crisis management in the home country may not work well in other countries where the multinational has operations. Managers must face stakeholders with divergent values, operate in environments with unique media systems, and face scrutiny from previously unknown non-governmental organizations (NGOs). For example, in the area of the pre-crisis phase, how can the company communicate with its stakeholders in order to reduce the risk of a crisis? What wording should be on the label of a new prescription drug in order to minimize the risk of misuse? Would certain types of messages in one country be more effective than in others? In the area of the crisis phase, which third party endorsements should a company seek when conveying their message? Levels of trust in institutions in different countries may be playing a role in the decision. Finally, what actions do a multinational need to take in order to facilitate learning after a crisis? Do these actions differ in the various countries that the crisis took place? Or are they similar?Unfortunately based on the current literature in crisis management, we do not know the answers to these important questions, and many others, that would greatly benefit companies facing global crises. With the increased interest in crisis management over the years, including special issues in mainstream business journals (Laufer, 2015), hopefully more attention will focus on global issues in the future.中文译文全球危机管理的现状与未来研究方向摘要涉及跨国公司的危机的例子经常出现在世界各地的媒体上。

管理公司品牌的英语作文题目，Managing Company Brand。

In today's highly competitive business environment, managing a company's brand is crucial for success. A brandis more than just a logo or a product; it represents the identity and reputation of the company in the minds of consumers. Therefore, effective brand management requires careful planning, consistent communication, and continuous monitoring. This essay explores the key aspects of managing a company's brand and highlights the strategies that businesses can adopt to enhance their brand equity.First and foremost, building a strong brand begins with understanding the target audience and their needs. Conducting market research and analyzing consumer behavior can provide valuable insights into what customers expect from the brand. By identifying their preferences, attitudes, and purchasing habits, companies can tailor their branding efforts to resonate with their target market effectively.Once the target audience is identified, it is essential to develop a clear brand identity that reflects the company's values, mission, and unique selling propositions.A compelling brand identity helps differentiate the company from its competitors and creates a memorable impression on consumers. This includes designing a distinctive logo, selecting appropriate brand colors and fonts, and crafting a compelling brand message that communicates the company's story and value proposition.Consistency is key to successful brand management. All marketing communications, including advertising, packaging, and online content, should align with the brand identity and convey a consistent message across different channels. This ensures that consumers receive a cohesive brand experience and reinforces brand recognition and recall. Moreover, consistency builds trust and credibility, as consumers are more likely to trust brands that deliver a consistent experience over time.In addition to maintaining consistency, companies mustalso adapt to evolving market trends and consumer preferences. This requires staying agile and responsive to changes in the competitive landscape, technological advancements, and shifts in consumer behavior. By monitoring market trends and gathering feedback from customers, companies can identify opportunities for innovation and differentiation to stay ahead of the curve and remain relevant in the eyes of consumers.Furthermore, effective brand management extends beyond external communication to internal culture and operations. Employees are brand ambassadors who play a crucial role in delivering the brand promise to customers. Therefore, companies should invest in training and empowering their employees to embody the brand values and deliver exceptional customer experiences. A strong internal culture that is aligned with the brand identity fosters employee engagement and loyalty, which ultimately translates into better customer satisfaction and brand advocacy.Measuring the effectiveness of brand management efforts is essential for evaluating the impact of brandingstrategies and making informed decisions. Key performance indicators such as brand awareness, brand perception, customer loyalty, and brand equity can provide valuable insights into the health of the brand and its competitive position in the market. By tracking these metrics over time, companies can assess the ROI of their branding investments and identify areas for improvement.In conclusion, managing a company's brand is a multifaceted process that requires careful planning, consistent execution, and continuous adaptation. By understanding the target audience, developing a strongbrand identity, maintaining consistency across all touchpoints, staying responsive to market trends, fostering a strong internal culture, and measuring performance, companies can build a resilient brand that resonates with consumers and drives long-term success.(Note: This essay is an original composition inspiredby common themes and strategies found in articles and resources on brand management. It exceeds 1500 words.)。

企业品牌战略研究外文翻译毕业论文华南理工大学广州学院本科生毕业设计(论文)翻译外文原文名 Brand Strategy Research中文译名企业品牌战略研究英文原文版出处: Kapferer,J.H. Strategic Brand Management M. London: Kogan Page, 2010:52-61.译文成绩: 指导教师(导师组长)签名:译文:企业品牌战略研究二、中国企业实施品牌战略的现状1、众多昔日名牌稍纵即逝中外企业在市场上的品牌大战，使刚刚成长起来的民族品牌受到极大的冲击。

上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即使残留下来的也是惨淡经营，真正发展起来的极为有限。

这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。

、品牌战略已日渐引起国内企业重视、政府的扶持 2自上世纪80年代改革以来，中国社会主义经济建设取得了令人瞩目的成就，从计划经济时代走向市场经济时代的中国企业，品牌经营无从无到有。

资料显示，各地各级政府在对名牌的重视程度、组织推进力度、政策措施上有大幅度提升，青岛、深圳、武汉、宁波、沈阳等市对中国名牌企业的奖励为100万元，大连为300万元，对获省市名牌的企业奖励为10万元-20万元。

2007年1月8日至1月11日，第40届国际消费电子展(CES)在美国杜斯维加斯的威尼斯酒店开幕。

在CES上我们民族企业取得骄人的业绩。

据了解，今年中国有4000人注册参与CES，包括厂商、媒体和观众，在展馆中，有327家参展商。

海尔被全球最权威的消费电子行业媒体《TWICE》评选为另消费电子第一品牌。

3、洋品牌的地位在多数行业仍是难以动摇的但是，我们也应看到，面对市场上纷繁的产品，真正能让消费者脱口而出的中国品牌屈指可数。

随着对外开放的深入，国际上一些大公司纷纷挤入中国市场，一时间中国市场上充斥着“索尼”、“可口可乐”、“飘柔”、“奔驰”等种种国际名牌，这些名目众多的洋品牌猛烈地撞击着中国的民族品牌。

对品牌的意义英文作文英文：Brand is more than just a name or a logo, it represents the identity and reputation of a company. A strong brand can differentiate a company from its competitors, build trust with customers, and increase its value. It is the emotional connection that customers have with a brand that makes it truly valuable.A brand is not just a product or service, it is the entire experience that a customer has with a company. It encompasses everything from the way a company communicates with its customers to the quality of its products and services. A strong brand can create loyal customers whowill continue to support a company even when faced with competition.For example, Apple is a brand that has built a strong emotional connection with its customers. People are willingto pay a premium for Apple products because they believe in the quality and innovation that the brand represents. The Apple logo has become a symbol of status and sophistication, and owning an Apple product has become a part of people's identity.In today's competitive market, building a strong brandis essential for the success of a company. A brand that resonates with customers can create a loyal following, increase sales, and ultimately lead to long-term success.中文：品牌不仅仅是一个名称或标志，它代表了一个公司的身份和声誉。

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。

第1页 共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。