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

金融体制、融资约束与投资——来自OECD的实证分析R．SemenovDepartment of Economics，University of Nijmegen，Nijmegen（荷兰内梅亨大学，经济学院）这篇论文考查了OECD的11个国家中现金流量对企业投资的影响.我们发现不同国家之间投资对企业内部可获取资金的敏感性具有显著差异,并且银企之间具有明显的紧密关系的国家的敏感性比银企之间具有公平关系的国家的低.同时，我们发现融资约束与整体金融发展指标不存在关系.我们的结论与资本市场信息和激励问题对企业投资具有重要作用这种观点一致，并且紧密的银企关系会减少这些问题从而增加企业获取外部融资的渠道。

一、引言各个国家的企业在显著不同的金融体制下运行。

金融发展水平的差别(例如，相对GDP的信用额度和相对GDP的相应股票市场的资本化程度），在所有者和管理者关系、企业和债权人的模式中，企业控制的市场活动水平可以很好地被记录.在完美资本市场,对于具有正的净现值投资机会的企业将一直获得资金。

然而，经济理论表明市场摩擦，诸如信息不对称和激励问题会使获得外部资本更加昂贵，并且具有盈利投资机会的企业不一定能够获取所需资本.这表明融资要素，例如内部产生资金数量、新债务和权益的可得性，共同决定了企业的投资决策.现今已经有大量考查外部资金可得性对投资决策的影响的实证资料（可参考，例如Fazzari（1998）、 Hoshi(1991)、 Chapman（1996）、Samuel(1998））.大多数研究结果表明金融变量例如现金流量有助于解释企业的投资水平。

这项研究结果解释表明企业投资受限于外部资金的可得性。

很多模型强调运行正常的金融中介和金融市场有助于改善信息不对称和交易成本，减缓不对称问题,从而促使储蓄资金投着长期和高回报的项目,并且提高资源的有效配置（参看Levine（1997)的评论文章）。

因而我们预期用于更加发达的金融体制的国家的企业将更容易获得外部融资.几位学者已经指出建立企业和金融中介机构可进一步缓解金融市场摩擦。

企业品牌战略问题研究原文来源：Kapferer, J. H Strategic Brand Management[J]. Kogan Page，London.译为正文：在经济全世界化的今天，如何适应国际化潮流，成立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

本文在分析我国企业营销品牌战略进展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。

企业需要综合运用多种竞争手腕提高品牌意识，弄好品牌定位，塑造良好品牌形象。

一、日系品牌全线溃败2006年11月22日上午，NEC宣布将退出2G及电话市场，这意味着继夏普、松下、东芝、三菱、三洋以后又一家日本电话厂商退出中国市场，日系电话除京瓷外几乎全数退出中国2G电话市场的争夺。

若是咱们今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁华已经渐行渐远。

对于日系电话溃退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反映速度慢，与中国市场现实格格不入，难以适应快速转变的中国市场；二是市场营销能力弱，产品计划能力不强，很难按照自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法知足中国市场的需求；三是未能把握住产业转型最佳机会，是日系家电企业失去市场主导地位的重要原因。

日系企业在中国市场上走到边缘是不是引发咱们民族企业的沉思？欲走国际化线路的企业又是不是从“日系企业”的背后吸取到了教训？二、我国企业实施品牌战略的现状分析1.众多旧日名牌“好景不常”中外企业在中国市场上的品牌大战，使方才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，即便残留下来的也是惨淡经营，真正进展起来的极为有限。

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。

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。

毕业论文（设计）外文翻译一、外文原文标题：The effects of product-harm crisis on brand performance原文：IntroductionThe term ‘product-harm crisis’ refers to well-known events related to product defects or harm associated with some brands (Siomkos & Kurzbard 1994). For example, in 2000, when news spread that more than 100 people had died in accidents involving defective Firestone tyres, the company had to recall millions of its products (Advertising Age 2000). In September 2008, 6244 babies in China were diagnosed as suffering from numerous ailments after ingesting the poisonous Sanlu formula (People Daily 2008). Having used all of its cash reserves for product recall and medical payments, Sanlu Company was declared bankrupt in 2009. In 2005, NestléCompany mistakenly sold milk powder that contained more iodine than Chinese national standards permit in the market. When the news broke, Nestlé had to make a public apology and remove the defective product from shelves (ABC News 2005). After this crisis, in an effort to restore reduced sales, Nestlégave out samples and stationed doctors in Beijing supermarkets to deal with customers’ concerns.These examples clearly suggest that a product-harm crisis can seriously imperil a brand’s performance - and even totally destroy a company, as in the case of Sanlu. Therefore, understanding how a product-harm crisis influences brands and the market structure is of great practical and theoretical interest.The NBD-Dirichlet model (Ehrenberg 1988) is a well-established statistical model and has been extensively used to audit and predict brand performance measures (BPMs) under stationary and dynamic market structures (Ehrenberg et al. 2004). However, this model has not been used to analyse the influence of product-harm crises. Since a product-harm crisis can greatly affect brand performance, it is reasonable to assume that, by monitoring the BPMs through the product-harm crisis,we can indirectly observe how a product-harm crisis influences brands and the market structure of this product category. This approach should provide some practical benefits from a new perspective.Our main objective in this paper is to use the NBD-Dirichlet model to monitor the leading brands’ BPMs during the 2005 Nestlé product-harm crisis that occurred in China. By comparing the observed BPMs of the pre-, during and post-crisis periods to those expected, and looking at the differences between these three periods, we may come to understand how a product-harm crisis influences brands (including both crisis brand and non-crisis brands) and market structure. Limitations and managerial implications are discussed.The product-harm crisis and its influence on the brandAfter a series of product-harm crises over the years, related studies have been developed in a number of research fields. It has been widely accepted that product-harm crises have a negative influence on crisis-brand equity (Heerde et al. 2007). For example, a brand under crisis may lose its baseline sales and become more sensitive to a competitor’s market activit ies (Heerde et al. 2007). The crisis may also affect the crisis brand’s stock price (Salin & Hooker 2001). Compared to limited systematic research into crises’ market sequences, past research has focused on consumers’ and firms’ reaction towards such crise s (Dawar & Pilluta 2000).Depending on how it is conducted, most research in connection with product-harm crises can be classified into three categories. The first consists of descriptive checklists suggesting which strategies work or do not work in terms of business practices (Mitroff 2004). Because this kind of research cannot quantify the damage incurred, it can only provide limited guidance for understanding the underlying mechanisms of product-harm crises. Another stream of such research focuses on laboratory experiments. Equipped with psychological theories and different control variables, this kind of research can help us understand the moderators that play a part in influencing a product-harm crisis’s effects, and perhaps provides some valuable insights (Dawar & Pilluta 2000; Vassilikopoulou et al. 2009). However, external validity is one limitation of such research.Another research stream has recently grown in popularity, where panel data gathered during real product-harm crises have been collected and analysed using advanced mathematical models (Heerde et al. 2007; Cleeren et al. 2008). How the crisis influences the performance of the crisis brand or the affected product category can be tracked by monitoring the brand’s stock price (Salin & Hooker 2001) or sales (Heerde et al. 2007). By all accounts, this research stream provides more practical insights about the influence of the product-harm crisis.This study contributes to the third research stream in that we used the NBD-Dirichlet model to quantify the product-harm crisis’s effect on BPMs (including penetration, market share, purchase frequency and share of category requirement) and market structure during the 2005 Nestlé milk powder crisis.DiscussionThis study focused on the Nestlémilk powder crisis that occurred in China in 2005. Based on panel data from 336 families in the Beijing area, we studied the effects of a product-harm crisis on brands and market structure using the NBD-Dirichlet model. We found, first, that the market structure in the pre-crisis period was stationary. The product-harm crisis disturbed the balance, and the market during the crisis was no longer steady. As a consequence, the predictions of purchase frequencies and SCRs were not consistent with the observed measures. Four months after the outbreak of the crisis, the overall market was still not back to stationary status and there were some deviations of SCRs and purchase frequencies. This indicates that the crisis’s influence on the market still existed, and it might last for some time. However, it is interesting to point out that the observed market share and penetration seemed to match the predicted measures in all three periods. When the market was not steady in the during-crisis and the post-crisis periods, detailed data show that in most situations the observed purchase frequencies (Mengniu and Wondersun) or SCRs (Nestlé) were significantly lower than the estimated measures. This may indicate that Mengniu and Wondersun acquired some new customers from Nestlé, and these new customers did not commit heavy purchases to these brands. (This is explained in more detail in the following paragraph.) Our data also show that,among those non-crisis brands, Yili was an exception, with higher than expected SCR in both the during and post-crisis periods. In addition, the observed purchase frequencies of Yili in the during and post-crisis periods were always greater than the predicted measures, even though the difference was less than 0.3. This may relate to its market position: in both periods, Yili had the highest market share, with more than 3% margin, while its penetration was similar to that of its competitors.Second, a product-harm crisis hurts the crisis brand greatly. Our data clearly showed that the market share and penetration of Nestlé dropped significantly during the product crisis. Even though these measures recovered during the post-crisis period, they were still significantly lower than their pre-crisis levels. On the other hand, those non-crisis brands benefited from this crisis with significantly higher penetration, although our data also show a trend of returning to their pre-crisis levels. The decreased market share of Nestléredistributed to all other brands (more than 70 brands), and each of them took only a part of it. Therefore, no significant change of market share was seen in the non-crisis brands.Third, the crisis’s influence on purchase frequency and SCR of the crisis brand was not significantly different from those of the non-crisis brands. In terms of pu rchase frequency, this similarity lies in two aspects: in all three periods, Nestlé’s relative purchase frequency was always the same (significantly lower than Yili but marginally higher than the other two brands); and during the transition from the pre-crisis period to the post-crisis period, all four leading brands dropped by around0.3. Similarly, the observed SCRs of Nestlé, Mengniu and Wondersun all experienceda similar drop from the pre-crisis period to the during-crisis period, and recovered to some extent in the post-crisis period. Previous research shows that new brands garnered customer loyalty immediately after they were introduced (Ehrenberg & Goodhardt 2001). Our data further show that even a product-harm crisis will not hurt the crisis brand’s customer loyalty.Overall, Nestlé’s penetration and market share decreased dramatically, while other brands experienced an increase in penetration at the same time. Associated with this transition, the purchase frequencies and SCRs of most leading brands droppedsignificantly. Combining these observations, one reasonable explanation can be given. The product-harm crisis drove some of Nestlé’s customers away to other brands. These switched customers did not form stable purchase behaviour – in other words, they did not limit their purchases to any one special brand. These switched customers were somehow like ‘change-of-pace’ customers (Kahn et al. 1988). Even though the non-crisis brands attracted some new customers and increased their market share or penetration, the average loyalty of their new customer group was low. As a result, their purchase frequencies or SCRs became even lower. This combination of higher penetration and lower loyalty is similar to what happens to change-of-pace brands (Kahn et al. 1988) or to normal brands under deep price cuts (Bhattacharya et al. 1996).Finally, we may need to pay particular attention to Yili. Yili was special in many aspects. First, it always had the highest market share in all three periods. Second, in both the during and post-crisis periods, its observed SCRs were significantly higher than the estimated SCRs. Third, its observed SCR increased from the pre-crisis period to the during-crisis period, while all the other brands experienced SCR drop. Fourth, its observed purchase frequency always led the market with a significant margin. All these may relate to one fact – that Yili was the biggest brand in the pre-crisis market. Our research indicated that, even though all non-crisis brands benefited from Nestlé’s crisis, different brands gained differently; the most dominant brand gained more in terms of market share, even increasing SCR, while the smaller brands had smaller gains in market share and also had to sacrifice SCR. This looks like another ‘double jeopardy’ sma ller brands may have to face in reality. Interestingly, according to Heerde et al. (2007), smaller brands are more damaged than bigger brands after a product-harm crisis. Our research is consistent with that of Heerde et al. (2007) in supporting that it is always good to be a bigger brand and it is always bad to be a smaller brand.ConclusionTo the best of our knowledge, this study is one of the first attempts to apply the NBD-Dirichlet model to investigate the effects of a product-harm crisis. This paperprovides a methodology by which to assess the impact of a product crisis in a quantitative way, and applies the model to a product-harm crisis for Nestlémilk powder in the Chinese market. The research shows that this model is a great tool by which to monitor or track the development of a product-harm crisis. The modelling and estimation processes are straightforward, and the required data can easily be collected. Using this model helps us to monitor the crisis’s influence on the crisis brand, non-crisis brands and even the entire category market.Our research shows that a product-harm crisis can greatly damage the crisis brand’s market share and penetration. However, purchase frequency and SCR were not damaged at similar levels. These combined data indicate that the market was not steady, and a product crisis changed customers’ purchase behaviours. More specifically, a product-harm crisis drove away some customers of the crisis brand and these switched customers did not make up their minds about which brand to eventually switch to. The periods during and after the crisis were critical to both of the crisis brands and non-crisis brands. For crisis brands, they need to maximise their efforts to attract back this group of customers before they commit to other brands. However, for non-crisis brands, even though they had improved their market share and expanded their customer base, they should realize that this is just a temporary improvement. They need to try their best to keep these new customers satisfied, and eventually make them loyal customers. Their strategies and practices during this period will eventually affect whether they can keep these new customers.出处：Baolong Ma,Lin Zhang,Fei Li and Gao Wang.The effects of product-harm crisis on brand performance[J].International Journal of Market Research.2010.52(4), pp.443-458标题：产品伤害危机对品牌绩效指标的影响译文：介绍产品伤害危机就是一些品牌产品因存有缺陷或有害而广为人知的事件（Siomkos和Kurzbard 1994）。

知识产权论文中英文对照外文翻译文献中英文对照外文翻译文献1外文参考文献译文the well-known trademarks and dilute anti-diluted First, well-known trademarks SummaryWell-known trademarks is a long-term use, in the market enjoy a high reputation, known for the relevant public and by certain procedures that the trademark. Since the "Paris Convention" was first introduced the concept of well-known trademarks, the well-known trademarks for special protection legislation has become the world trend.Paris Convention stipulates: all of the members were identified as the well-known trade marks, or registered First, the first to ban others, and the other is to prohibit the use of others with identical or similar logo. Trips further provides: 1, the Paris Convention for the special protection and extension of the services of well-known trademarks, 2, the scope of protection does not extend to prohibit similar goods or services with the well-known trademarks for use on the same or similar logo, 3, on how to That a well-known trademarks in principle a simple requirement.National legislation on the practice, the well-known trade marks that standards vary, often based on specific trade mark promotion of public awareness of related areas, logo merchandise sales and the scope of national interests, and o ther factors identified. From an international treaty to protect the well-known trademarks mind, that well-known trade marks and protection of well-known trade marks are closely linked.Second, the well-known trademarks protected modeOn the protection of the main trademarks of relative and absolute protectionism two models.The former refers to ban others with well-known trademarks identical or similar trademark with the trademark owner the same or similar industries in the registration or use of similar goods in non-use of the same or similar trademarks is permitted, "the Paris Convention "That is, relative to protectionism.While the latter refers to ban others in any industry, including the well-known trade mark goods with different or similar to those in the industry to register with the well-known trade marks and the use of the same or similar trademarks, TRIPS agreement that is taken by the expansion of the absolute protectionism.In simple economic form, as specified by the trade mark goods at a single, specific trade mark goods and the link between more closely. With, a valuable well-known trademarks have been more and more use of different types of commodities, which are among the types of goods on the property may be totally different, in a trademark associated with the commodity groups and the relative weakening of trade marks Commodity producers and the relative isolation. Not well-known trademarks such as cross-category protection and allow others to register, even if the goods obvious differences, the public will still be in the new goods and reputable well-known trademarks to establish a link between people that the goods may be well-known trademark, the new commodities , Or the well-known trademarks of goods and people between the existence of a legal, organizational or business association, thus leading to the misuse of consumers purchase. The rapid development of the commodity today, the relative protectionism has not improved the protection of the public and well-known trademark owner's interests.In view of this, in order to effectively prevent the reputation of well-known trademarks, and the identification of significant features and advertising value by the improper use of the damage, many countries on the implementation of a well-known trademarks is protectionism, which prohibits the use of any products on the same or with the well-known trademarks Similar to the trademark.TRIPS Agreement Article 16, paragraph 3 states: Paris Convention 1967 text, in principle, applicable to the well-known trademarks and logos of the commodities or services are not similar goods or services, if not similar goods or services on the use of the trademark will be Suggest that the goods or services with the well-known trademarks on a link exists, so that the interests of all well-known trademarks may be impaired.Third, the well-known trademarks dilutedThe protection of trademark rights, there are mainly two: one for the confusion theory, a theory for desalination.The main traditional trademark protection for trade marks the difference between functional design, and its theoretical basis for the theory of confusion. In summary, which is to ensure that the trademark can be identification, confirmation and different goods or services different from the significant features, to avoid confusion, deception and E Wu, the law gives first use of a person or persons registered with exclusive rights, which prohibits any Without the permission of the rights to use may cause confusion among consumers in the same or similar trademarks. Clearly, the traditional concept of trademark protection, to stop "the possibility of confusion" is the core of trademark protection.With the socio-economic development andcommercialization of the continuous improvement of the degree, well-known trademarks by the enormous implication for the growing commercial value have attracted the attention of people. Compared with ordinary marks, bearing well-known trademarks by the significance and meaning beyond the trademark rights to the general, and further symbol of product quality and credit, contains a more valuable business assets - goodwill. Well-known trade mark rights of people to use its excellent reputation of leading the way in the purchasing power, instead of the use of trademarks to distinguish between different products and producers.When the mark beyond the role of this feature to avoid confusion, then, this factor is obviously confused and can not cover everything, and other factors become as important as or more important. Thus, in theory confusion on the basis of further development of desalination theory.Trademark Dilution (dilution), also known as trademark dilution, is one of trademark infringement theory. "Watered down", according to the U.S. "anti-federal trademark law dilute" means "regardless of well-known trade mark rights and the others between the existence of competition, or existence of confusion, misunderstanding or the possibility of deception, reduce and weaken the well-known trademarks Its goods or services and the identification of significant capacity of the act. " In China, some scholars believe that "refers to dilute or weaken gradually weakened consumer or the public will be trademarks of the commercial sources with a specific link between the ability." Trademark faded and that the main theory is that many market operators have Using well-known trademarks of the desire of others, engage in well-known trademarks should be toprevent others from using its own unique identification of special protection.1927, Frank ? Si Kaite in the "Harvard Law reviews" wrote the first trademark dilute theory. He believes that people should not only be trademarks of others prohibit the use of the mark, he will compete in the commodity, and should prohibit the use of non-competitive goods on. He pointed out: the real role of trade marks, not distinguish between goods operators, but satisfied with the degree of difference between different commodities, so as to promote the continuous consumer purchase. From the basic function of trademarks, trade mark used in non-competitive goods, their satisfaction with regard to the distinction between the role of different commodities will be weakened and watered down. Trademarks of the more significant or unique, to the public the impression that the more deeply, that is, should be restricted to non-compete others in the use of goods or services.Since then, the Intellectual Property Rights Branch of the American Bar Association Chairman Thomas ? E ? Si Kaite Smith on the theory made a fu rther elaboration and development. He said: "If the courts allow or laissez-faire 'Rolls Royce' restaurants, 'Rolls-Royce' cafeteria, 'Rolls-Royce' pants, 'Rolls-Royce' the candy, then not 10 years, ' Rolls-Royce 'trademark owners will no longer have the world well-known trademarks. "Si Kaite in accordance with the theory of well-known trade marks have faded because of the effect of non-rights holders with well-known trademarks in the public mind the good image of well-known trademarks will be used in non-competitive goods, so as to gradually weaken or reduce the value of well-known trademarks, That is, by the well-known trademarks havecredibility. Trademark tag is more significant or unique characteristics, which in the public mind the impression that the more deep, more is the need for increased protection, to prevent the well-known trade marks and their specific goods was the link between the weakening or disappearance.In practice, trademarks diluted share a wide range of operating methods, such as:A well-known trademarks of others will still use as a trademark, not only in the use of the same, similar to the goods or services. For example, household appliances, "Siemens" trademark as its own production of the furniture's trademark.2. To other people's well-known trademarks as their corporate name of the component. Such as "Haier" trademark for the name of his restaurant.3. To the well-known trademarks of others as the use of domain names. For example, watches trademark "OMEGA" registered the domain name for themselves (/doc/cf12487433.html,).4. To the well-known trademarks of others as a commodity and decorating use.5. Will be others as well-known trade marks of goods or services using the common name. For example, "Kodak" interpreted as "film, is a camera with photographic material", or "film, also known as Kodak,……" This interpretation is also the mark of the water down. If the "Kodak" ignored the trademark owner, after a period of time, people will Kodak film is, the film is Kodak. In this way, the Kodak film-related goods has become the common name, it as a trademark by a significant, identifiable on limbo. The public well-known Jeep (Jeep), aspirin (Aspirin), freon (Freon), and so was the registration of foreign goods are due toimproper use and management and the protection of poor, evolved into similar products common name, Thus lost its trademark logo features.U.S. "anti-diluted Federal trademark law" before the implementation of the Federal Court of Appeal through the second from 1994 to 1996 case, identified thefollowing violations including the Trademark Dilution: (1) vague, non-means as others in similar goods not on Authorized the use of a trademark so that the sales of goods and reduce the value of trademarks or weakened (2) pale, that is because of violations related to the quality, or negative, to demonize the acts described a trademark goods may be caused to others The negative effects of the situation, (3) to belittle, or improperly changed, or derogatory way to describe a trade mark case.The majority of our scholars believe that the well-known trademarks diluted There are two main forms: watered down and defaced. The so-called dilute the people will have no right to use the same or similar trademark with the well-known trademarks used in different types of commodities, thus making the mark with the goods weakened ties between the specific acts the so-called defaced is that people will have no right to use the same Or similar marks for the well-known trade marks will have to belittle good reputation, tarnished the role of different types of goods on the act.Some scholars believe that the desalination also refers to the three aspects of well-known trademarks damage. First, in a certain way to demonize the relevant well-known trademarks; Second, some way related to well-known trademark dark; Third is the indirect way so that consumers will distort trade mark goods for the general misunderstanding of the name.In general, can be diluted in the form summarized as follows: 1, weakeningWeakening is a typical diluted form, also known as dark, is that others will have some visibility in the use of a trademark is not the same, similar to the goods or services, thereby weakening the mark with its original logo of goods or services The link between, weakening the mark was a significant and identifiable, thus bearing the trade mark by the damage caused by acts of goodwill. Weakening the mark of recognition of the significant damage is serious, it can be the recognition of trademark dilution, was significant, or even make it completely disappeared, then to the mark bycarrying the reputation of devastating combat.First, the weakening of the identification is the weakening and lower. Any unauthorized person, others will have some visibility in the use of a trademark is not the same, similar to the goods or services, will reduce its recognition of. But consumers were referred to the mark, it may no longer think of first is the original goods or services, not only is the original or goods or services, consumers simply will not even think of goods or services, but the Trademark Dilution of goods Or services. There is no doubt that this marks the recognition of, is a heavy blow.Weakening of the mark is significantly weakened and the lower. Mark is significantly different from other commercial trademark marked characteristics. A certain well-known trademarks, which in itself should be a very significant, very significant and can be quickly and other signs of its own separate. However, the Trademark Dilution of the same or similar trademarks used in different goods or services, so that was the trademark and other commercial marked difference in greatlyreduced, to the detriment of its significant.Of course, regardless of the weakening of the mark was a significant or identifiable, are the ultimate impact of the mark by the bearer of goodwill. Because the trade mark is the carrier of goodwill, the mark of any major damage, the final performance for all bearing the trade mark by the goodwill of the damage.2, tarnishedMeans others will have some well-known trademarks in the use of the good reputation of the trademark will have to belittle, defaced role of the goods or services on the act. Contaminate the trademarks of others, is a distortion of trade marks to others, the use of the damage, not only reduced the value of the mark, even on such values were defaced. As tarnished reputation is a trademark of damage, so tarnished included in the diluted acts, is also relatively accepted view. Moreover, in the field of trademark faded, tarnished than the weakening of the danger of even greater acts, the consequences are more serious.3, degradationDegradation is due to improper use of trademarks, trade mark goods for the evolution of the common name recognition and loss of function. Trademark Dilution degradation is the most serious kind. Degradation of the event, will completely lose their identification marks, no longer has the distinction function as the common name of the commodity.Fourth, protection against diluteBased on the well-known trademarks dilute the understanding, and accompanied by a serious weakening of well-known trademarks, all countries are gradually legislation to provide for the well-known trademarks to protect anti-diluted. There are specific models:1, the development of special anti-dilute the protection of well-known trademarksThe United States is taking this protection on behalf of the typical pattern.1995, in order to prevent lower dilute "the only representative of the public eye, the unique image of the trademark" to protect "the trademark value of advertising," the U.S. Congress passed the National reunification of the "anti-federal trademark law watered down", so as to the well-known trademarks All provide the unified and effective national anti-dilute the protection.U.S. anti-diluted in trademark protection has been added a new basis for litigation, which is different from the traditional basis of trademark infringement litigation. Trademark infringement of the criteria is confusing, the possibility of deception and misleading, and the Trademark Dilution criteria is unauthorized to others well-known trademarks of the public to reduce the use of the trademark instructions for goods and services only and in particular of Feelings. It is clear that the U.S. law is anti-diluted basis, "business reputation damage" and the possibility of well-known trade mark was a significant weakening of the possibility of providingrelief. Moreover, anti-faded law does not require the application of competitive relations or the existence of possible confusion, which is more conducive to the exercise of trademark right to appeal.2, through the Anti-Unfair Competition Law ProtectionSome countries apply anti-unfair competition law to protect famous trademarks from being watered down. Such as Greece, "Anti-Unfair Competition Law," the first one: "Prohibition of theUse of well-known trademarks in order to take advantage of different commodities on the well-known trademarks dilute its credibility was significant." Although some countries in the Anti-Unfair Competition Law does not explicitly prohibits trademark faded, but the Trademark Dilution proceedings, the application of unfair competition litigation.3, through or under well-known trademark protection within the scope of trademark protectionMost civil law countries is this way. 1991, "the French Intellectual Property Code," Di Qijuan trademark law section L.713-5 of the provisions that: not in similar goods or services on the use of well-known trade marks to the trademark owner or a loss caused by the improper use of trademarks , Against people should bear civil liability.Germany in 1995, "the protection of trademarks and other signs of" Article 14 also stipulates that: without the consent of the trademark rights of third parties should be banned in commercial activities, in and protected by the use of the trademark does not like similar goods or services , And the use of the trademark identical or similar to any signs.4, in the judicial precedents in the application of anti-dilute the protection ofIn some countries there are no clear legislative provisions of the anti-dilute well-known trademarks, but in judicial practice, they are generally applicable civil law on compensation for the infringement of the debt to protect the interests of all well-known trademarks, through judicial precedents to dilute the protection of applicable anti.China's well-known trademarks in the protection of the law did not "water down" the reference, but on the substance of therelevant legal provisions, protection of anti-diluted. 2001 "Trademark Law" amendment to increase the protection of well-known trademarks, in particular, it is important to the well-known trademarks have been registered to conduct cross-category protection. Article 13 stipulates: "The meeting is not the same as or similar to the trademark application for registration of goods is copied, Mofang, translation others have been registered in the well-known trademarks, misleading the public, the standard of the well-known trade mark registration may be the interests of the damage, no registration And can not be used. "But needs to be pointed out that this provision does not mean that China's laws for the well-known trademarks has provided an effective anti-dilute the protection. "Trademark Law" will prohibit only well-known trademarks and trademarks of the same or similar use, without the same or similar goods not on the behavior, but the well-known trade marks have faded in various forms, such as the well-known trademarks for names, domain names, such acts Detract from the same well-known trademarks destroyed the logo of the ability to make well-known trade mark registration of the interests of damage, this is not a legal norms.It must be pointed out that the trade mark that should be paying attention to downplay acts of the following:1, downplay acts are specifically for the well-known registered trade marks.Perpetrators diluted one of the main purpose is the free-rider, using the credibility of well-known trademarks to sell their products, and general use of trademarks do not have this value. That acts to dilute limited to well-known trademarks, can effectively protect the rights of trademark rights, have notexcessively restrict the freedom of choice of logo, is right to resolve the conflict right point of balance. "Trademark Law" will be divided into well-known trademarks have beenregistered and unregistered, and give different protection. Anti-has been watered down to protect only against the well-known trade marks registration, and for China not only well-known trade marks registered in the same or similar ban on the registration and use of goods. This reflects the "Trademark Law" the principle of protection of registered trademarks.2, faded in the different categories of goods and well-known trademarks for use on the same or similar logo.If this is the same or similar goods with well-known trademarks for use on the same or similar to the logo should be in accordance with the general treatment of trademark infringement. There is also a need to downplay the use of the tags are similar to a well-known trademarks and judgments.3, not all the non-use of similar products on the well-known trade marks and logos of the same or similar circumstances are all faded.When a trademark has not yet become well-known trademarks, perhaps there are some with the same or similar trademarks used in other types of goods on. In the well-known trademarks, the original has been in existence does not constitute a trademark of those who play down.4, acts that play down the perpetrator does not need to consider the subjective mental state.Regardless of their out of goodwill or malicious, intentional or fault, is not watered down the establishment. But the acts of subjective mental state will assume responsibility for its impact on the manner and scope. Generally speaking, if the perpetratoracts intentionally dilute the responsibility to shoulder much weight, in particular, bear a heavier responsibility for damages, if the fault is the commitment will be less responsibility. If there are no mistakes, just assume the responsibility to stop infringement.5, due to anti-faded to protect well-known trade marks with a specific goods orservices linked to well-known trademarks a long time widely used in a variety of goods, will inevitably lead to trademark the logo of a particular commodity producers play down the link, well-known trademarks A unique attraction to consumers will also be greatly reduced. So that should not be watered down to conduct a source of confusion for the conditions of goods, after all, not all the water down will cause consumers confusion. For example, a street shop's name is "Rolls-Royce fruit shop," people at this time there will be no confusion and that the shop and the famous Rolls-Royce trademark or producers of the contact. However, such acts can not be allowed, a large number of similar acts will dilute the Rolls-Royce trademark and its products linked to undermine the uniqueness of the trademark, if things continue this way when the mention of Rolls-Royce trademark, people may think of is not only Automobile, food, clothing, appliances, etc.. That faded as to cause confusion for the conditions, some will not dilute norms and suppression of acts, makes well-known trade marks are not well protected. Therefore, as long as it is a well-known trademark detract from the logo and unique ability to act on the behavior should be identified as diluted.1. Zheng Chengsi: "Intellectual property law", legal publishers 2003 version.2. Wu Handong editor: "Intellectual Property Law," China Politics and Law University Press 2002 edition.3. Susan. Sela De: "The United States Federal trademark law dilute the anti-legislation and practice," Zhang Jin Yi, contained in the "Law on Foreign Translation" 1998 No.4.4. Kong Xiangjun: "Anti-Unfair Competition AFP theory," People's Court Press, 2001 edition.5. Liu Ping, Qi Chang: "On the special protection of famous trademarks", in "law and commercial" 1998 No.6.6. Well-Tao, Lu Zhou Li: "On the well-known trademarks to protect the anti-diluted", in "Law" 1998 No. 5.2 外文参考文献原文浅谈驰名商标之淡化与反淡化一、驰名商标概述驰名商标是指经过长期使用，在市场上享有较高声誉，为相关公众所熟知，并经一定程序认定的商标。

【DOC】-外文翻译--中小企业品牌建设和管理：探测研究-其他专业毕业论文,设计,外文翻译一、外文原文原文SME brand building and management: an exploratory studyBrand management is an area where small- and medium-size enterprises (SME) studies have received little attention from researchers in spiteof the fact that 95 to 99 percent of businesses are considered as SMEs world wide Although the literature on SMEs’ marketing is welldeveloped , this work does not touch upon branding. Additionally, alarge amount ofresearch has been carried out on branding in the context of the large firm onlyOwing to their resource limitations and the owner/manager’spowerful influenceon decision making, small firms’ behaviors follow differentpatterns than their larger counterparts when dealing with marketing issues.Moreover, in the present global competitive environment,especially in regards to consumer goods marketing, brands provide a differentiating statement and a competitive advantage if used appropriately. It is through the development of a specific brandidentity that a company makes a brand unique and conveys its distinctiveness , leading to a positive brand image in consumers’ minds,and ultimately to high brand equity. It has, however, been demonstrated that SMEs have so far put little emphasis on branding.Manufacturing SMEs are also subjected to increased international competition and need to find opportunities in foreign markets. There is evidence that a larger number of small businesses are expanding into foreign markets soon after their inception and they are mimicking large organizations’ (LOs) strategies in variousfields.Given the scant literature on SMEs’ brand equity management and the inherentproperties of these firms, the research question for this paper is: RQ1. How do SMEs, which are characterized by limited resources andan owner/manager focused decision-making process, create their brand identity and manage their brand equity locally and internationally?To investigate the researchquestion, a comparative overview of the main concepts and practices in branding in LOs and SMEs are first presented. The methodology is then explained followed by an analysis of the interviews. The paper closes with a discussion about the implications of study findings for managers and researchers.A strong brand can lead to several marketing advantages and increase companies’competitive strength. A strong brand generally refers to a brand having positive equity to the extent that consumers respond morefavorably to marketing activities when the brand is identified, compared to when it is not.Consumers’ personal identification with a brand is the ultimate differential response to strong brands , leading to specific brand relationship through attitudinal attachment, loyalty, and consumers’ active engagement. This relationship is builtthrough the meanings the brand projects, via favorable associations, to consumers who are open to its values and image . Differences in consumers’ brand knowledgeinfluence their responses to marketing activities. Consequently, a successful brand-building process involves the creation and development of a brand identity and its effective management.Large organizations (LO) have developed finely-crafted strategies to manage their brands on a local as well as global scale Branding is not a priority for SMEs. It is viewed as a reductive concept involving only the logo, the product, the service or the technology they sell.Recent empirical studies and conceptual papers have attempted to identify relevant factors and processes in SMEs,brand building and management. In the following section these processes will be compared to the ones commonly found in LO models.Brand identity. De Chernatony suggests that visionary management should be the starting-point to strategic brand building. Brand identity strategy guides brand decisions and warrants coherence of marketing actions through time , and should, in turn, be associated with specificand limited core values that are complementary to organizational values and culture.In SMEs entrepreneurs are the visionary individuals who are thefocal points for brand building and identity creation . Krake stresses that there should be a clear linkbetween the entrepreneur’s character and the brand as she is the personification of the brand.Brand equity. High brand equity means that a product’s value is enhanced whenit is associated with a brand name and the meanings attached toit.Brand equity sources include consumers’ awareness of the brand and strong,favorable and unique associations. The first step in creating brand equity is to develop a brand identity that is achieved through a unique set of associations that a firm aspires to create or maintain.The importance of brand associations is highlighted in several studies as associations can positively influence consumer choice, preferences, purchase intention.It is suggested, however, that symbolic values are more sustainable in terms of differentiation than functional values.Furthermore, consumers derive beliefs not only from direct associations to the brand but also from secondary associations (such as the country of origin of the brand, the company reputation, spokespersons personality or events), to the extent that these associations can be leveraged by the brand.The development of brand equity in SMEs is also based on associations.These associations should not only be representative of consumers’ needs, as in LOs, butalso of the entrepreneur’s personality. Entrepreneurs are the main conveyors of the brands’identity, therefore, there shoul d be a high degree of coherence between the personality they project and the brand associations that are evoked. Consequently, entrepreneurs need to cultivate their images to the same extent, if not on the same scale, as CEOs of large corporations.It is also suggested that SMEs should choose no more than one or two product features to become the brand’s main associations . Moreover, it has been shown that, as in LOs, both symbolic and functional values can be used as well as interdependency between the two.In SMEs, therefore, the associations are more closely linked to the entrepreneur instead of being fabricated from consumer research to fill latent needs, as it is the case in LOs.The value of brand equity can only be assessed if it can be measured. Various methods have been developed to do so in LOs. Such is not thecase in SMEs as theirinternal systems are more collegial and less formalized. Krake states"There are no objective criteria for measuring the recognition of a brand in SMEs and absolutely none for measuring them in relation to each other”. Berthon et al. add that“measuring the effectiveness of past actions” is a differentiating factor betweenSMEs and LOs brand management. The evaluation of brand strategies may be a problem for SMEs.Brand strategies. Multinational corporations seem to follow the practice of having multiple brands in a single market.The depth of their branding strategy (nature and number of brands marketed) is the main aspect managers focus on when designing their optimal brand portfolio to maximize market coverage and minimize brand overlap.In their internationalization process, several strategies can be used by large companies: cultivate established local brands, use global concepts and local adaptations, create new brands, purchase local brands and internationalize, or develop brand extensions. Whatever the strategy adopted, the brand portfolio of the company will be judged on itsability to maximize brand equity. Therefore, the key to successful international branding lies in a well-orchestrated brand strategy thatis reasonably global in terms of both its content and consumer recognition, or that may use different brands but coordinate them internationally to minimize conflict between their images and positioning.Marketing mix. For SMEs, as well as for LOs, consistency in communication and coherence between organizational and brand values are the messages that are found in most studies (Krake, 2005; Keller, 1993; Madhavaram et al., 2005). LOs show increasing interest in standardizedbranding leading to a standardization of marketing programs (Yip, 1997). They seem to compete more on brands than on products. Positioning is, therefore, a key element and relies heavily on selected communication strategies, which mainly differentiates LOs and SMEs in their marketing mix management.For LOs, integrated marketing communication is considered a critical component of the brand equity strategy. Effective communications are a good means to developbrand awareness and a positive brand image that will contribute to brand knowledge formation, and lead to the differentiated responses that constitute brand equity.According to Keller (1993), communications can lead to strong brand equity only if the brand identities are well integrate d into the firm’s overall marketingprograms, such as product, price, advertizing, promotion and distribution decisions. Firms with a brand identity-oriented culturewill be better at integrating their marketing communications.In the few papers studying brand management in SMEs, the product was an integral part of the brand. Wong and Merrilees talked about brand “distinctiveness”and posited that this can be achieved through the development of “distinctiveproducts/services or any other marketing activities (such as distribution)”. Bornglobal SMEs generally lack the resources for intensive marketing and brand building and differentiate themselves through product innovation.Other marketing aspects are creative marketing programs to support both brand awareness and brand image: “Added value can be achieved through one or a numberof activities, including product, packaging, delivery/distribution, sales, advertizing and customer service”Product innovation. In the sampled firms, several incremental aswell as more radical innovations were based on the product itself to add value to the total offering. Laboratoires Asepta Monaco, for instance, added credibility to the brand and convenience to customers by focusing on particular foot problems (sore feet, dry feet,etc.) and offering both a wide and deep line of products to cure each condition. This supports Gilmore et al.’s (1999) findings that demonstrate that small firms add value by offering a wider range of products than their competitors.Some product innovations are dictated by market trends as in the design and fashion industries where companies have to launch one or two new collections a year.Aside from these requirements, more radical innovations are aimed at firmly establishing the company in the market. The products are generally standardized around the world to allow for production efficiency. Involved in fashion would rather not consider a market than adapt to it as it may not be profitable.Other marketing innovations. The sampled firms are well aware oftheir capabilities and compete on their strengths rather than venturingin market spaces which may be too risky. Since their positioning is middle to high range, discounted pricing is not part of their marketing discourse, as it is for most SMEs. Instead, image, reputation andquality are some of their differentiating factors.In order to increase their overall efficiency and competitiveness while keeping the integrity of their positioning, the four firms implemented operational changes to reduce their costs. The most prominent change was the outsourcing or centralizing of their manufacturing processes to more efficient locations. The additional value of this strategy is the flexibility of the output whereby production can be increased more easily if needs be. These strategies are consistent with De Chernatony’s suggestionthat internal flow processes need to be developed to support brand essence. Owing to limited resources, the firms’ use of media is targeted and coherent with thecharacteristics of their customers.Three of the firms have well-developed web sites that support the positioning of the brands and the products. Cosmetic Laboratories does not have a web presence. The reasons given were that the high speed at which the products are changing as well as the number of products they distribute would make it too resource intensive, although they are aware that they lose visibility by not having a web presence.This paper has investigated the creation of brand identity and the management of brand equity among SMEs, which are generally characterizedby limited resources and an owner/manager focused decision-making process. Given the scant literature on brand management in SMEs, this paper contributes to the field by demonstrating which strategies and tactics could be used by SMEs looking at self-financed growth through efficient brand management. This paper has also contributed to comparing and contrasting brand management in SMEs and in LOs.Source:Martine Spence,Leila Hamzaoui Essoussi.SME brand building and management:Telfer School of Management,[J].2008(12),P1037-1041 译文:中小企业品牌建设和管理:探测研究尽管百分之95到百分之99的贸易来自于中小企业，尽管中小企业的营销文化已经被很好的发展，但是品牌管理仍旧是被中小企业忽视的一个区域，并没有涉及到品牌的建设。

外文翻译Research on Enterprise Core Competence Based on BrandManagementFORM:Cohen H.Research on enterprise core competence based on brand management[J].Journal of Business Economics,2015,43(2):122-124.Abstract: domestic and foreign enterprise groups are building their own brands, building their own brand exclusive label. The main reason is that brand management is very important in enterprise competition. This paper explains how to gain advantages through brand management, thus forming the core competitive strategy of enterprise.Key words: brand management, competitiveness, enterprise management基于品牌经营的企业核心竞争力研究来源：Cohen H.基于品牌经营的企业核心竞争力研究[J].商业经济杂志,2015,43(2):122-124.摘要:国内外的企业集团纷纷都在建设自己的品牌,构建自己的品牌专属标章。

究其根本主要是由于品牌经营在企业竞争有着至关重要的,本文阐释了如何通过品牌经营如何在市场营销中取得优势从而形成企业核心竞争力的策略。

关键字：品牌经营，竞争力，企业管理PrefaceWith the development of economy, when enterprises sell products and consumers buy products, it is the brand effect, and how to improve the brand effect is the necessary way for enterprises to improve their core competitiveness. Brand culture contains the consumer is not only to material and spiritual pursuit, consumers to buy the product in the process, they enjoy the superiority and satisfaction brought by brand so today's brand culture becomes increasingly important in product marketing. But our brand originated late, so the brand management strategy is not perfect. In view of this, this article focuses on how to improve the core competitiveness of enterprises through brand management.前言随着经济的发展,企业销售产品的时候,以及消费者购买产品的时候,看重是品牌的效应,如何提高品牌的效应,是企业提高核心竞争力的必要途径。

Brand Strategy ResearchKapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].MarketingScience,2022(2):52-61.Economic globalization, how to adapt to international trends, establish, a strong brand and enhance our competitiveness, have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterise needs to sue a variety of means of competition to increase brand awarenss,improve brand positioning,an create a good brand image.First, Japanese brands across the board defeat.November 22,2022 morning, NEC announces that it would withdraw from 2G and 2.5mobile phone market, with means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market ，today any different from ten years ago ，I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterpris system,decision-marketing difficult,the reaction was slow,incompatible with the reality of the Chinese market; Second is weak in marketing, product planning capacity is not strong,it is difficult to judge according to their market lacunch to meet consumer demand; Third, failure to grasp the industry best time to transition is the Japanse home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies think deeply about our nation? To make the international route and whether the enterprise of “Japanese Company” to the lessons learned behind? Second, the brand strategy implementation in China the Current Situation Many old famous “flash in the pen” .Chinese and foreign enterprises in the market the brand war, just grow up to be a great impact on national brands.The last century, a little-know 80’s brand,not being registered by trademark,is to be acquired,squeeze,even if theresidue is hard going down really developed very limited.Here atypical case,the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon, the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up, China’s socialist econonomic construction has made remarkable achievements. From a planned economy tomarket economy era Chiness companies, brand management has grown out of nothing.Information, local governments at all levels of emphasis on brand-name, organization promoting the effort, policies measures have greatly ehangced Qinghai, Shenzhen,Wuhan,Ningbo,Shenyang and other cities on Chinese famous erterprises incentives to 100 millon, on Dali an 3 million Yuan, on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2022 year to Japanese 11th ,the 40th International Cousumer Electronics Show(CES) in Las Vegas Ventian hotel opening. National enterprises in the CES, we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shakeHowever,we should also see the face of numerous products on the market, allows consumers blueted out genuinely few domestic brands. With the opening up further, to a number of big companies have to squeeze into the Chinese market, Chinese market, a time filled with “sony”, “Coca-Cola”, “rejoice”, “Benz” and various other internantional brands, many of these names foreign brands violently hitting the national brand in China. Although the appliance industry, ed by haire brand, “Konka”,“Changhong”, “TCL” and other dometic brands have developed well,but with the “Sony”,“Panasonic” ,“Samsung” and other brands, they are still there competitive disadvangtage; in the IT industry, “Lenovo”, “Founder”, “GreatWall” and other countries compared to, brand awareness is still insurfficient; in Consumer Goods market, “P&G”, “Oliver”, “Henkel”, and other international companies have formed the three pillars.Third, the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international market opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems:Fators from the point of micro-enterprises themselves: there is a lace of technology development capacity; small-scale production and manahement,brand development lack of overall planning; ability of weak erports and international operations,Brand awareness is not strong;brabd positioning is not clear,there is a large range offactors such as blindness. Speaking from the macro social factors: social mechanismsneed to be improved, policy, exort-oriented policies for different sectors play different rolein the promotion and limitation, the financial environment for business investmentcapacity and market expansion ability and the important influence. The establishment ofmarket system in China has for many years, despite a significant improvement but stillnot perfect,there still has not really adapt to the market economy, consumer psychologyhas not yet fully mature.2.The current situation of global economic integration,the error of the brandstrategy implementation.(1)Ignore the brand investment, profit-orientedBackground of economic globalization, international competition is increasingly reflectedin the brand’s competition, the overwhelming majority of the brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationofthe international market. It is no exaggeration to say that now, the brand has achiecedglobal strategic objectives of transnational corporations sharp weapon,is an importantmeans to cheieve capital expansion.Rome was not built in a day cold.Brand never be in the short term invented to bea long process of accumulation.Many enterprises do not clearly recognize this point,attempt to create a brand in a short time, but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic, enterprise strategy and theoverall development of an important component of competitive strategy. The emplementation of brand strategy is not rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, butquit a few brand planner in this regard was particularly poor performance and immediateimpact brand development, practical work in the emergence of many such errors: If thatjob is no create a brand to take a good brand is drawing a satisfactory visualsigns only;Advertising is the only way to cuoltivate well-known brands, in addition to adbertising inthe media, big, the other no attention; sacle enterprise product once formed, well-knownbrands on the naturally established; well-known brand is equivalert to high price, to beunrealistically improve the product price.Some companies,brands,or to sell its own brand low-cost transfer, such as our persent more than 20 million “three capital”enterprises, there 90%of de joint wenture using the foreign brands; clean silver toothpaste fctory in Guangzhou to 2 million yuan cheap to transfer to joint ventures and other brands, is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost dometic ernterprises own brand, product and intellectual property rights, national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors, beyond, the brand is insurmountable, real and lasting competitive advantage comes from innovation,in order to “change”should be “status quo” .Brand is the concentrated expression of the core competitiveness. The market is constrantly changing face of any brand at any time to be out of danger.Too much emphasis on the existing achievements, do not attach importance to innovation, leading to a lot of brand- name “dismount” the major reason. Coca -Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors, is the most effective weapon to open up the market, execellent brand can make your product stand out. “Products physical properties, quantitiy, price, quality, service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attached product to cultural background,emotional, consumer cognition invisible things, so that enterprises Yong Yuan Li in the competition undefeated. Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness deciding the fate of the brand has a direct impact on consumer awareness. Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition, enterprises should learn from successful experiences abroad to enhance their design and development capability. Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness;We must work hard in the value of differentiation has been directly determined to achieve the final product sales, personal services are indispensable!2.To strengthen marketing, improve brand awareness, brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy. By choosing the right marketing approach can be effectively used to brand a household name brand, expand market share. Brand strategy is not an isolate task, but the overall development strategy and business are closely related. A successful brand names more than just a brand its own thing,related to business management of all major strategic decision, these major strategic decision, these major strategic decisions were consciously carried out around to expand.Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].MarketingScience,2022(2):52-61.在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

外文翻译Toward a theory of brand co-creation with implications for brandgovernanceMaterial:Business Source PremierAuthor:Hatch, Mary Jo; Schultz, Majken.ABSTRACTIn 2004, Prahalad and Ramaswamy analyzed co-creation as a relatively new and critical development within the field of innovation. They provided examples of four building blocks by which co-creation occurs: dialogue, access, transparency and risk. In this article, we relate these elements to the phenomenon of branding, extending the building block framework, using the marketing concepts of brand community and brand co-creation. We use data from a longitudinal case study of the LEGO Group and its brand community LUGNET to derive propositions from our marketing-based reframing of co-creation. Our findings suggest a simplified model based on the dimensions of company / stakeholder engagement and organizational self-disclosure, which we recommend as central concerns to the developing theory of brand co-creation. We conclude by presenting the implications that our work suggests for brand management and brand governance, including the possibility that brands may allow society to regain control over massive international corporations lost during the recent period of globalization.Keywords: brands and branding ; brand governance ; co-creation ; company / stakeholder engagement ; organizational self-disclosureIntroductionConsiderable research points to the proactive roles consumers play in the creation of value for companies. The concept of co-creation was an extension of the idea developed by researchers interested in user driven product innovation. As the co creation efforts they studied demonstrated impressive increases in value, the phenomenon garnered considerable attention outside the innovation field in which it spread to marketing and, more recently, to branding.In the case of branding, co-creation expands to embrace other stakeholders than consumers. Merz and Vargo, Christodoulides and Gregory 6 have all equated co-creation with the era of stakeholder-focused branding, with Merzand Vargo calling co creation ‘ a new brand logic ’ . Meanwhile, Ind and Bjerke defined stakeholder participation in brand co-creation as an issue of brand governance, largely because it implies that organizations share control over their brands with stakeholders. These studies indicate that co-creation resonates with an ever increasing number of scholars who take the view that brand meaning and value(s) emerge from stakeholder engagement with a company. However, in spite of the importance these researchers place on considering all stakeholders to be co-creators, the only stakeholder groups branding researchers have empirically examined thus far have been consumers and marketers. 8 –10,4 Thus, the work of describing how brands are co-created with their stakeholders has barely begun.In this article, we extend ideas about co-creation to the study of brands and branding, using a full stakeholder perspective. Prahalad and Ramaswamy defined co-creation as the joint product of four building blocks ’ –dialogue, access, risk assessment and transparency. We use these building blocks first because they converge with two key issues distilled from the stakeholder-era of branding – dialogue and engagement 4 – and second, because they provide basic dimensions on which to begin building a theory of brand co-creation.We begin by establishing connections between key findings from the branding literature and Prahalad and Ramaswamy’s four building blocks to show the implications of applying a full stakeholder model to brand co-creation based in dialogue, access, transparency and risk. Later in the article, we offer a way to integrate the four building blocks, as Prahalad and Ramaswamy indicated needed to be done. To examine this integration in practice, we provide examples of co-creating the LEGO brand. The argument concludes with the presentation of an integrative framework based on two dimensions: stakeholder / company engagement (dialogue + access) and organizational self disclosure (transparency + risk). Presentation of our 2 × 2 model will be followed by the questions that our framework raises for future research, and discussion of its managerial implications as they relate to brand governance.CO-CREATION IN BRANDINGAs brand community researchers were among the first to focus attention on the role consumers play in creating brand value, we begin by examining what this literature says about how consumers co-create brands. Stepping outside the context of brand communities, we then review marketing studies specificallyfocused on brand co-creation. The set of ideas explored in this literature will allow us to compare Prahalad and Ramaswamy’s building blocks with ideas derived from the branding literature. We take particular note of the fact that the full stakeholder approach, increasingly accepted within the field of branding, extends Prahalad and Ramaswamy’s conceptualizations considerably.Brand communities as contexts forco-creationAlthough their focus is on how brand community members participate in dialogue and interact with one another, the findings of brand community studies are equally relevant to brand co-creation. For example, Muniz and O ’ Guinn 11 analyzed the social relationships constituting brand communities and found them to be based in shared consciousness, the rituals and traditions of the community, and a sense of moral responsibility, all of which stakeholder groups bring into their relationships with the companies that stand behind their brands. They also identified several functions that brand communities perform, one of which is sharing information, a function that will circulate information and thus magnify any transparency with regard to the brand or the company behind it. They also observed that: Communities provide social structure to the relationship between marketer and consumer a relationship that affects access.Fournier and Lee picked up on Muniz and Guinn’s idea of structuring the relationships between companies and brand community members to argue that these structures can take the form of a hub, pool or network. These researchers recommended that companies seeking to initiate or enable brand community consider the specific social structure they will use to provide access and set up dialogue with their consumers. Fournier and Lee further argued that the company’s relationship to brand communities should not reside only within the marketing function because it is a strategic involvement that potentially involves every employee in the company. This is a backdoor admission of the full stakeholder model, because involving other functions will bring along the different. stakeholders they serve (for example, communication will bring investors, the public and the media). In their review of brand community studies, Schau etal added to Muniz and Guinn’s list of brand community practices: community engagement, social networking, impression management and brand use. They argued that these practices create cultural capital for the brand communicate its members.Practices of co-creation as brand engagementMany brand co-creation researchers conceptualize the phenomenon as a new branding paradigm. For example, Christodoulides called for ‘ breaking free from the industrial age paradigm of branding ’ , while Merz and Vargo took this idea further, calling for development of the paradigmatic premises of co-creation. Merz and Vargo 4 suggested: (1) disentangling stakeholder perceptions and (2) developing dynamic and interactive conceptualizations of brand co-creation based in an appreciation of the full stakeholder model. In their words, brand value is: co-created through network relationships and social interactions among the ecosystem of all stakeholders . Defining brand co-creation as an emergent phenomenon based in networks of different and constantly changing stakeholder configurations, Hatch and Schultz proposed the concept of ‘ enterprise branding ’ . In their view, an enterprise brand represents not only the organization (what a corporate brand does), but also all stakeholders engaged by its purpose and in its activity. Thus, the enterprise brand not only emerges as a co-creation of all stakeholders, but is also driven by the identity they create together and define for themselves, supported by the interdependent activity that ranges from buying and selling products and services, to dialoguing about dreams, plans, hopes and fears.One study focused on the co-creation of brand experiences moves in this direction. Payne et al 9 explained how co-creation between consumers and marketers develops through a series of ‘ encounters ’ . Similar to community studies, they pointed to community involvement and knowledge sharing as foundations for co-creation, stressing that consumers rarely engage in co-creation alone. Moreover, they addressed engagement with employees arguing that the outcome of co-creation is the development of service experiences, such as quality management, self-service and technological development. Their study of the City CarClub identified three phases involved in building brand relationships –acquisition, stabilization and enhancement and showed how consumers grow into each developmental phase via increasingly higher levels of access that form and transform their service experiences.Potts and his co-authors described how new social media enable co-creation by generating new forms of situated creativity. Their focus was on the contribution of social media to the digital co-creation of products, services and experiences. As with most of the studies mentioned earlier, they restricted theirview to co-creation between consumers and marketers, but, by inference, they showed how social media expand access for all stakeholders enabling organizations to create more transparency and dialogue, that is, if and when they learn to use social media effectively.Focusing on creative industries, Degree observed that marketers and consumers co create meaning whenever creative’s apply empathy to sense how audiences engage with brand offerings. Although there is reason to believe this is possible, based on a strict definition of empathy (feeling the feelings of others), there are dangers in sidestepping the proactive involvement of consumers. For instance, their position could be read as suggesting that marketers interpretations of consumers meanings are sufficient to make claims to co-creation (thereby negating the ‘ co ’ in ‘ co-creation ’ ). Berth on and his colleagues 17 remind us that the meaning of brands is most often defined in plural among a multiplicity of stakeholders, who produce and reproduce an ever shifting and often ambiguous variety of brand interpretations. This suggests another risk of relying on the empathy of creative’s: the failure to access the energy that stakeholders bring to the organization along with their co-creation efforts, thereby directly increasing the brand ’ s capacity to be productive of both meaning and value.Gregory conceptualized a full stakeholder brand engagement process by exploring how engagement, knowledge and action, along with the brand itself, align internal and external stakeholders. Her findings echo insights from both community and co-creation studies and extend them by showing how brand use mobilizes co-creation through personal engagement and the sharing of experiences and knowledge. The implications of her model of communication practices include the need to differentiate between stakeholder groups on the basis of their power and interests. However, her emphasis on what is essentially a segmentation strategy (that is, she suggests that companies adapt their communication to specific targets) does not seem to account for the implications of transparency in brand co-creation, namely that everyone is more connected to everyone else and any group of stakeholders contains people from other groups, making segmentation difficult.In our reading of the studies reviewed above, brand communities serve as important contexts for companies seeking to engage their consumers in co-creation. Community activities including engagement, social networking,information sharing and the structuring of relationships with the company behind the brand, all could or do involve access and dialogue between the company and community members (including their extended networks). They also encourage, if not demand, greater transparency on the part of the organization. The cultures these brand communities maintain and the moral responsibility they feel toward their brand can either help or hinder an organization, and therefore they represent risk as well as potential value.The brand co-creation literature adds to this picture the view that consumer brand use and the impression management practices used by companies are inputs to brand co-creation, which will celebrate or criticize the best and worst of these activities more or less continuously. This creates a dialogue between stakeholders and companies, which provides a source of feedback to the brand as well as a window (of transparency), on the processes of its co-creation. Co-optation of these processes and the potential for their exploitation will be a constant risk accompanying transparency.By comparing the building blocks to ideas on brand community and co-creation found in the marketing literature, we developed some preliminary ideas for an integrative framework for brand concretion. First, it is clear that branding is now recognized for its ability to create dialogue inside organizations (for example, between functions) as well as between members of the organization and its customers, consumers, fans and critics. Second, from the stakeholders ’ points of view, branding serves as a point of access to atleast some members of the organization, as companies start to manage stakeholder engagement, typically through the functions of marketing, corporate communication and, increasingly, HR. Those giving access to the organization, on the other hand, gain access to the networks of those who take advantage of the access given. Third, once stakeholders gain access to the organization, more of the organization becomes visible to them and consequently available to those in their extended networks, thereby revealing more of the organization ’ s culture, decision-making and management practices, and the technical knowledge on which its business is based. And finally, in the context of branding, this increased transparency exposes the company to added risk. Beyond that of doing harm to consumers, to which Prahalad and Ramasway referred, companies are exposed to reputation risk, the risk of losing distinctiveness as a result of others copying your culture and / or managementpractices, and control loss, as governance shifts from the traditional board to the dynamic outcomes of stakeholder co-creation.Co-creation emerging from access and dialogueThe examples of dialogue, access, transparency and risk examined in this article indicate a growing interest on the part of companies in opening multiple channels of engagement with all their stakeholders. Stakeholders, for their part, increasingly demand to know more about the organizations that stand behind their brands. These trends toward increasing stakeholder company engagement and organizational self-disclosure bring attendant risks, one of which is the loss of control that companies have over their brands and ultimately their organizations. For example, companies are beginning to understand that ownership of the channels through which they engage with stakeholders is not only unnecessary, it is also undesirable because it limits the use and usefulness of these channels for gathering information, and for cementing relationships and the loyalty that comes with them.Answering the questions that follow from the line of reasoning offered in this article should help brand managers operate in an increasingly engaged world and handle the risks deriving from it.Who outside the marketing function in the company will provide access and engage in dialogue related to brand concretion? Should this role be extended to business partners? If so, how will we conduct the multi-party dialogue?How can we ensure that all relevant functions and units listen and learn from dialogue with stakeholders, and how will we share their information and ideas across the organization?How far are we willing to go in disclosing who we are and how we do business to our stakeholders? How will we manage the risks involved?What needs to be kept secret and how will we handle violations of intellectual property rights? Does the definition of what is ‘ our property ’ change?How will we deal with consumers and employees who feel exploited by co-creation?As brand management grows in sophistication, it engages not just all stakeholders, but also all parts of the organization, ultimately becoming an amalgam of all these interests, what Hatch and Schultz referred to as the enterprise brand. This means that stakeholders both are given and take control of brand meaning and ultimately the value it brings to the organization. Theseare matters of governance, first the governance of the brand, but in this larger picture, the governance of organizations by other than those appointed for this purpose. To the extent that dialogue leads to access and access to transparency, the real risk that companies take when they move to the full stakeholder model of enterprise branding is to recognize the extent to which the larger world determines their value. This, in fact, is the role the market is expected to play, but in light of recent market failures, perhaps, it is not beyond imagination to suggest that brands will soon offer a new channel of governance.品牌理论走向共同创造与启示品牌管理资料来源：杂志的品牌管理作者：哈奇.玛丽乔，舒尔茨摘要： 2004年，普拉哈拉德和Ramaswamy分析共同创造一个相对新的重要发展领域内的创新。

中文5715字外文译文院（系）经济管理学院专业班级会计学本科XXX级学生姓名XXX学号XXX译自：http:\\危机管理耶鲁大学皮埃尔F.兰德里副教授危机管理文献开始成长是在在20世纪80年代。

该领域的性质使它适用交叉于多个学科，其研究兴趣的增长是由于一些世界事件，如切尔诺贝利，博帕尔和挑战者，这些都证明了危机管理的重要性，（米特罗夫，2001年）。

表3突出了其他一些重要的案例研究做为了一个危机管理的重点。

在一定程度上由于这些研究，组织开始采取步骤计划和制定危机管理计划，但是在这范围内出现了相对较新的具有挑战性的问题，组织不知道去什么地方获取指导方针。

起初，作者出版书籍是在他们经验的基础之上。

随着时间的推移，研究人员和作者认为有必要去寻找更多的研究方向，比如通过案例研究分析建立在实例文献之上。

然而，个案研究分析是在一个具体事件分析之上，其结果始终没有整合所有的学科。

现存可用文献主要是研究问题的深度和广度;但是，这不是通过组织的。

这种在危机管理文献中缺乏结构的事实成为了改领域范围内的一个研究兴趣点。

皮尔逊和克莱尔（ 1998年） ;米特罗夫（ 2001年） ;拉隆德（ 2007年） ;赫尔曼（ 1963年） ;以及米勒，罗伯茨，史密斯所写的文章和史密斯（史密斯和埃利奥特， XXX年）都明确指出，危机管理是一个相对较新的研究领域延并且伸跨多个学科，但是，其研究成果还尚未被所有学科整合。

关键论点文献评论文献回顾暴露出了反复出现在文献中的关键问题;但是，这类相同问题被证明难以进入主题。

史密斯（ XXX ）说明了这些关键问题包括以上这些：“在文献中危机分析不是整齐地属于任何特定的分析或理论的典范…实际上危机管理已开始挑战许多核心假设...掌握一些学科“ （第6页）。

评论文献证实，作为一个新兴的多学科领域，危机管理的的文献缺乏定义和结构。

这种多学科性质的领域，构成进一步的问题。

危机管理文献现存于轶事趣闻事件和个案研究为基础，因此，它缺乏概以具体案例背景之外的研究。

毕业论文材料：英文文献及译文课题名称：中小企业品牌战略研究专业楷体_GB2312 三号学生姓名班级学号指导教师专业系主任完成日期二零一二年三月Russian Accession To The WTO On China Textile Trade ImpactDAVID E. MILLS Texdaily/ Dec /2006o n November 19,2006,Russia and the United States signed a bilateral agr-eement Russia, after years of efforts, Russia's accession to the WTO on the r-oad to finally remove the greatest obstacle, if all goes well, the year 2007 is expected to become Russia's WTO membership.Textiles are China and Russia (Soviet Union) trade in traditional commod-etyies, and China's main export commodities one. But after the breakup of th-e Soviet Union, by Russia gray customs clearance and other factors, the bil-ateral textile trade has been in chaos, I most large enterprises entered, the self-employed and SMEs to take a leading role in Russia's business interests insec-urity, commodities poor reputation. Russia's accession to the WTO, trade envi-ronment will be improved, I brought large enterprises to enter the dawn.A Sino-Russian textile trade statusRussian textile exports is one of the major markets, with the accelerated pace of Russia's accession to the WTO, I saw a big fluctuations.According to customs statistics, in 2005 the Sino-Russian trade volume of textiles and garments to 6.218 billion US dollars, an increase of 35%. Within this total, China's exports to 6.213 billion US dollars, increasing by 35.4% and imports 4.8 million US dollars, down 21.6%.China's textile exports to Russia 47% of the total.In 2006, bilateral trade has witnessed rapid growth runs counter to the trend, the bilateral textile trade has been a substantial drop49.8 billion dollars, a drop of 19.9%, basic for China's exports. Chinese exports to Russia share has dropped to 32%. Russia in 2005 from my first five largest export market retreated No. 7.2, Russia textile trade the main problems(1)Gray clearanceGray clearance of the Chinese textile and apparel trade disorder causes. This directly caused the main issues include : One, in the interests of the Russian Chamber can not be guaranteed. The absence of legitimate goods clearance certificates, making the Russian Chamber of Trade as powerful departments arbitrary raids targeted heavy losses.2, the two sides statistics, the differences do not reflect the actual trade. According to Russian experts estimated that will take about a year Russia imported 15 billion US dollars of textiles and garments to meet demand on the domestic market. Russian customs statistics, in 2005 the import statistics only 1.23 billion US dollars, of which 800 million US dollars clothing, and all the imports fromChina, imports from other countries failing basic statistics. From January to September 2006, imports of textiles and garments 1.23 billion US dollars (1 billion US dollars clothing). 3, large Chinese enterprises can not directly enter the Russian market. Lack of foreign exchange reserves and Russia's trade environment triggered worry about the market risk, and large enterprises mostly through cross-border trade, wholesale, in Russia, or through the self-employed sales, has been unable to become a bilateral textile trade mainstay. 4, commodities credibility been affected. Because no legitimate clearance certificates, the only Chinese textile products on the market, can not enter the store or conventional malls. , Is often branded as the "smuggling goods" in the hat. Leading Chinese goods on the image and credibility has not high. 5, merchants become targeted. In Russia against illegal customs clearance companies, in the course of the Russian Chamber of easily being implicated as an accomplice in the smuggling and the targets to be attacked.(2) Russia's unilateral actions have resulted in my training partner, 2006 a ccompanied Putin on the training of the judiciary and the WTO intensified the pace Russia to rectify the market order has gradually expanded Show.In 2006, Russia not only in the Moscow region, but also in other regions of the big market for a number of raids. Meanwhile, the replacement of the Director of Customs, Customs officials over a gray customs clearance dropped. Due to the normal clearance impeded, irregular clearance adds another surface, leading to direct Russian textile trade drop, some traders were forced to Kaza khstan and Kyrgyzstan by other re-exports. In particular, Russia introduced late last year against foreigners engaged in retail trade policies, the majority of th-e Russian Chamber of confusion in the future, not to rush into another purcha-se.(3)Russian accession to the WTO on bilateral textile trade impactRussia's accession to the WTO, the immediate future, China and Russia will bring about some textile trade shocks and fluctuations. The major reasons are :1，A Russian trade environment has always been States complained that a-fter WTO entry, to rectify the order of operation will be Russia's accession to the WTO after one of the top priorities.2,The "China threat theory" and "Chinese immigrant" in Russian society a-nd the officials are certain market, and foreigners are prohibited in the market for the wholesale business can be viewed as restrictions on Chinese participate-on in the Russian economy were the first step further measures taken remains to be seen.3，Chinese businessmen from the Russian market after the wholesale busi-ness, in the short term, both can hardly establish new trade and way to be fil-led, will lead to direct bilateral textile trade has been shrinking.4, the Russian Customs policy changes at the implementation of standards throughout. After accession to the WTO will be increased adjustment and res-tructuring efforts. Foreign enterprises to adapt to the changes in Russian cust- oms needs a certain period.5, Russia's textile exports to mainly SMEs and the self-employed, in the face of Russia's accession to the WTO after the change, low adaptive capacity of enterprises will be forced to withdraw.China textile trade in order to completely informal, and realize sustained and steady development in the long run, Judgment to the following factors : 1, The political situation in Russia and to maintain long-term stability and thrive, and severely punish corruption;2, Russia will abide by WTO commitments to reduce import tariffs, the e-limination of unreasonable fees;3, Russia changes with the WTO standards and improve the customs and commercial laws and regulations to enhance transparency. to ensure impartial l-aw enforcement.4, Russia trade environment rectification measures in place, reducing the s-ize of the market trade, foreign trade to become normal.5, The Chinese and Russian customs, quality control, banking and transpo-rtation management and service trade cooperation between the departments to further deepen, create better it will be beneficial to bilateral trade environment.6, Standardize border trade between China and Russia, to reduce its neg-ative factors and implications.7, Bilateral government departments to take positive measures to promote timely strength of large enterprises to establish contacts direct trade cooper-ation.(4) China and Russia are complementary to each other textile industry will exist for a long timeRussia's existing textile enterprises 3000,but the scale of more than 60 en-terprises only. The majority of small-scale, aging equipment, and three-quarter-s of the equipment over 20 years, low productivity and high costs,far from b-eing competitive products arrived in similar foreign products. Although the Ru-ssian government has issued 110 preferential policies for the development of the industry, but has never been effectively implemented. Currently, the annual investment in the upgrading of equipment is only over 100 million US dollars. In addition to a small amount of chemical fiber and flax, the other la-rgely dependent on imports, and also restricting the development of the Russia-n textile industry.According to incomplete statistics, there are Russian garment production of more than 200 enterprises, the main production midrange suits fashio n police and the special tooling, clothing and other basic apparel imports.By raw materials and labor resource constraints, coupled with a weak fou-ndation, the Russian textile industry is unlikely to rapid development. Meanwh-ile, as economic development, people's living standards improve, the demand f-or textile products will keep increasing. According to Russian experts forecast that in 2010 the need 200-250 billion dollars of imports to meet domestic de-mand for textiles.Chinese textiles because of the quality, grade, and so the prices are suita-ble for the needs of ordinary Russian people, Russia has long been the largest supplier of the market.From the Russian market my main competitors Turkey and Vietnam production, the short term can replace China.In addition, the two good political relations,intersectoral cooperation has been enhanced,to promote the sustained and rapid development of bilateral trade is the common a spi-ration of both active border trade and transport facilitation, frequent personnel ex-changes as well as the advantages of long-term,as I have to ensure Russia's largest textile and apparel supplier status of the important factors.China’s apparel industry has an intimate relation with the Asian market. 47.26% of the apparel export volume goes inside Asia, and 91.02% of its import volume also comes from Asian countries. The cooperation between China and Asian countries has also been strengthened. The theme for the Asia Fashion Federation this years the ve-ry focus Chinese apparel industry eyes on. The cultural source and creativity shared by all Asian countries is the important precondition of the development of Asian Fas-hion industry and prosperity of its people. So far as all Asian countries discover and show more of its brilliant culture and intensify exchanges in technology, design innov-ation and local brand creation, the Asian apparel industry will make more historic co-ntributions to not only the Asians but people across the world.The textile industry in various countries in the national economy has alw-ays been a very important position in China's textile and apparel years to mai-ntain high momentum of growth is the world textile production and export's b-iggest. Since the 1980s, China's textile and apparel exports has been ranked fi-rst in its import and export trade surplus has become China's foreign exchange earnings and an important source of capital accumulation. However, we are n-ot textile and garment export of strong and long-term price competition from China's textile products in the international market did not gain a firm foothold. January 1, 2005, the abolition of all quotas, which will be conducive to furt-her expand the international textile and apparel market of the country to reduc-e imports of the various restrictions on China's exports. Although China's labor force have a certain advantage, but in production technology, management and production costs also at a disadvantage, and the world economic situation and the uncertainties surrounding the global textile and apparel trade pattern chang-es, quota-free era of China's textile and apparel export competitors will face t-he weight of the international market and severe challenges. How to meet the challenges and grasp the opportunity to further expand the export of textiles a-nd garments, which has a direct impact on China's economic development and foreign exchange balance the important and pressing issue. Based on China's t-extile industry in recent years and the status of new problems facing the analy sis of how the Chinese textile industry should grasp the opportunity to exceed and make reasonable adjustments.外文翻译：俄罗斯入世对中国纺织品贸易的冲击与影响大卫 E .麦尔斯《纺织日报》2006年12月刊2006年11月19日，俄美签署俄罗斯入世双边协议后，经多年努力，俄罗斯入世道路上的最大障碍终于清除，如一切顺利，2007年内俄罗斯有望成为WTO 正式成员。

英语作文-现代快递服务行业的品牌建设与危机公关The modern recent years, the modern express delivery service industry has experienced significant growth, becoming an essential part of global commerce. This growth has brought both opportunities and challenges, particularly in the realm of brand building and crisis management. As competition intensifies, establishing a strong brand identity and having effective crisis communication strategies have become crucial for survival and growth in this dynamic industry.Brand building in the express delivery sector goes beyond merely offering fast and reliable services. It encompasses the development of a brand's image, reputation, and customer loyalty. Companies invest heavily in technology, logistics, and customer service to differentiate themselves from competitors. For instance, many firms have adopted advanced tracking systems, which enhance transparency and reliability, allowing customers to monitor their shipments in real-time. Additionally, the integration of artificial intelligence and big data analytics has enabled companies to optimize delivery routes, reduce operational costs, and improve delivery efficiency.Moreover, brand building in the express delivery industry involves creating a unique customer experience. Companies strive to offer value-added services such as door-to-door delivery, flexible delivery windows, and real-time customer support. These services not only enhance customer satisfaction but also build long-term loyalty. Effective branding also includes maintaining consistent communication across all touchpoints, from digital platforms to physical interactions. A strong brand is characterized by its ability to resonate with customers' needs and emotions, fostering trust and recognition in a crowded marketplace.Crisis management is another critical area that modern express delivery companies must master. The industry is inherently prone to various crises, including delays, lost packages, and operational disruptions. Effective crisis communication is essential tomanage these situations and mitigate their impact on brand reputation. Companies that have a robust crisis management plan in place are better positioned to handle unexpected challenges with minimal damage to their brand image.A key aspect of crisis communication is transparency. When problems arise, companies should communicate openly and promptly with their customers, providing clear information about the issue and the steps being taken to resolve it. This approach not only helps in maintaining customer trust but also demonstrates the company’s commitment to accountability and customer satisfaction. For example, during a major service disruption, a company might update its customers regularly through various channels, including social media, email, and their official website, detailing the nature of the problem and the expected resolution timeline.Furthermore, training employees to handle crises effectively is vital. Frontline staff, in particular, should be equipped with the skills to manage customer inquiries and complaints during a crisis. They should be trained to stay calm, provide accurate information, and offer solutions that align with the company’s crisis management strategy. This training ensures that the customer service experience remains positive, even in challenging times.In addition to internal measures, building strategic alliances and partnerships can enhance a company’s crisis resilience. Collaborating with other stakeholders, such as local authorities, technology providers, and industry peers, can provide valuable support during a crisis. These partnerships can facilitate quicker resolution of issues and help in restoring normalcy faster, minimizing the impact on the brand.In conclusion, the modern express delivery service industry’s success hinges on effective brand building and crisis management. Companies that focus on creating a strong, customer-centric brand and develop robust crisis communication strategies are better equipped to navigate challenges and maintain their competitive edge. By leveraging technology, enhancing customer experience, and fostering transparency and collaboration, express delivery companies can not only survive but thrive in a rapidly evolving market.。

品牌营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:品牌消费把品牌看作产品的一个重要组成部分，品牌可以增加产品的价值。

例如大多数消费者会认为一瓶鸦片香水是高品质，价格昂贵的产品。

但是同样样的香水放在不知名的瓶子中可能会被视为质量较低，即使香味是相同的。

品牌已成为产品战略的一个核心问题。

一方面，发展品牌产品，需要一个大量的长期的营销投资，尤其是对广告，促销和包装。

制造商往往会发现自己仅仅做产品更容易，更便宜，而让别人做品牌建设。

例如，台湾厂商已采取这种方法。

他们做出了大量世界服装，电子消费和电脑，但是这些产品却不采用台湾的品牌名称进行销售。

另一方面，多数厂家最终了解到公司的核心竞争了在于掌握品牌。

例如，名牌服装，电子和计算机公司可以用马来西亚和其他地方的便宜资源可以取代台湾制造厂家。

台湾生产者对于更廉价的供应商而导致的销售额减少无能为力- 消费者忠诚的是品牌，而不是生产者。

然而，过去日本和韩国企业，没有犯这样的错误。

他们花巨资为他们的产品建立，如索尼，松下，JVC，现代，金星和三星这些品牌。

即使这些公司没有能力在自己的本土上制造他们的产品，他们的品牌名称继续指挥顾客的忠诚度。

强大的品牌拥有消费者的专营权–那就是，他们能够指挥消费者的忠诚度。

这意味着大量的客户需要这些品牌和拒绝替代品，即使这些替代品以某种低价供应。

那些具有较强消费专营品牌的公司能够抵抗竞争对手的促销策略。

因此，它使供应商投入巨资建立强大的国内甚至全球的认同和偏好的品牌变得有意义。

什么使品牌？也许，专业营销人员最突出的技能是他们创建，维护，保护，巩固和提升品牌的能力。

品牌是一种名称，术语，标志，符号，设计或它们的组合，这是用来确定某种商品或服务的卖家，把他们从竞争对手中区别开来。

因此，一个品牌标识产品的制造商或供应商。

例如可乐- 任何制造商可以生产可乐，但只有可口可乐公司生产可口可乐。

品牌是不是一个新现象。

在过去的一百年中，它的使用已有了相当大的发展。

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

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

本科毕业设计（论文）外文翻译文献题目：Crisis management – public relations 1667词译文题目：危机管理—公共关系2123字原文：Crisis management – public relationsDamage to an organization’s reputation can so easily be caused by a flippant remark; for example Ratner’s shares collapsed through the chief executive’s careless joke. At a time of crisis, the effect of flippant comments or platitudes can exacerbate this effect. The comment by Eurotunnel’s president, in which he described the fire as “an unpleasant incident”, which was adjusted a few hours later to “a serious incident”was evidence of poor management of the release of information, which resulted in the impression that safety fears were not being taken seriously. Hill and Knowlton’s director of crisis management, David Brotzen, commented that they did well to keep the incident to a question of freight safety rather than letting Le Shuttle become implicated. But: if I was their PR, I’d take the media in, show them what happened and why. I’d launch an independent investigation into the cause and severity of the fire and be open and honest about its findings. I’d also review all rolling stock to reassure all travellers that safety is number one priority (Beenstock, 1996).Basic rulesA few basic rules have clearly emerged from the above examples. First of all the importance of telling the truth. Second, rather than let the media network speculate, use the media network as a opportunity to disseminate your information. Leave no room for speculation –“ if you can’t tell them something, tell them why you can’t tell them” (PR Journal, 1995).Appropriate apologiesPerhaps another basic rule to be mentioned at this point is the need to apologize promptly when appropriate. Sir Jeremy Morse, banker and past chairman of the Institute of Bankers, maintains that it almost always pays to issue an early apology. Although this could lead to an organization being blamed for something which is not its fault, he comments: Nevertheless, there are two central reasons why this is usually the right course. First, externally, the public respect an apology freely given rather than one that comes after a considerable period of stonewalling. Secondly, internally, an early apology frees managers to sort out the problems far more effectively than if they are still maintaining an outward front that nothing is wrong (Haywood, 1994, p. 177).However, Black (1993) points out that if a lawyer is present there may be pressure not to express sympathy in case this is taken to imply liability: Lawyers must be told that the consequences to the company of not communicating and showing sympathy in practical terms are sure to be much worse than if an open policy of full information and generosity is adopted.Speed of media coverageIt is vital to realize the speed of media coverage because of new technological developments. Not only can stories be relayed by mobile phones and faxed from cars, but they can also be sent from helicopters and bounced off satellites. Pictures too can be taken by digital computerized cameras and sent down telecommunications lines: When Greenpeace staged its high-profile stand against the sinking of the Brent Spar oil platform, it not only posted information on the Web,but was reported to have airlifted sophisticated filming equipment and a satellite down station on to the rig, so that they could provide their own VNRs direct to news outlets (Nicholas, 1996a).This means that it is unlikely that there will be a time delay between an incident or crisis erupting and the resulting media coverage. This emphasizes the need to react quickly at a time of crisis, and to let all parties know immediately about the action you have taken. “Communicating effectively was now more often seen as of the same importance as putting the problems right.” (IPR Journal, 1995, p. 14). Furthermore, the media are in competition and hungry for the most newsworthy stories. Generally bad news is very newsworthy and more sensational (Ashcroft, 1994). If immediate information is not available, this leaves room for speculative stories.Specialist training for crisisOrganizations which have handled crises well have been well prepared for them, and their plans have been tried and tested. There are now a number of companies offering specialist training in how to handle the media in a crisis, which can involve training to suit the individual organization, including simulations. Michael Bland of Michael Bland Communications has no doubt about the value of simulation exercises. “Even companies with very good crisis procedures always find something is wrong or something is missing when they do a simulation” (Purdom, 1995, p. 12). Preparation involves identifying which crises are likely to happen for an organization, that is anticipating potential crises. This relates to issues management.Preparation/training for crisis managementCrisis management manualThe crisis management manual is often viewed as an important part in preparation. It can set out who will handle what and the establishmentof a crisis headquarters. However, to work in practice it must be very user friendly and as concise as possible.Crisis checklistPurdom (1995, p. 11) sets out a crisis checklist:• Identify which managers will be part of the crisis handling team. Establish who is the spokesperson and ensure they are trained.•Ensure that out of hours contact numbers of senior staff are available to relevant staff, including evening security cover.• Establish a control room away from the day-to-day running of the business. Ensure computer equipment, TV and radio are available.• Practice makes perfect. Senior management should run through a simulation of a crisis including dealing with the media under pressure.• Don’t forget to train support staff. Often it will be customer service, secretarial staff or telephonists who will be the first to receive a call.• Consider arrangements for receiving large numbers of telephone calls. Telesales companies can offer consultancy and support in this area.• Don’t keep crisis plans confidential among a select management group. All staff should know the procedures during a crisis, whether it is a material disaster or a media siege.Phone linesThe points in this checklist are valid and important. For example, during the media hubbub over the fire in the Channel tunnel, how could the information flow to the media be managed effectively with only 20 phone lines to handle around 8,000 calls? (Beenstock, 1996).SpokespersonsThe point about establishing spokespersons and ensuring they are trained is vital. Equally important is ensuring that they are armed with the right information before speaking, and are familiar and comfortable with this information. In-house training should always involve video recordings, for people to become aware of their bad habits and body language – which can convey something completely different from what is being said.Conveying the messageIn order to ensure that the spokesperson is well prepared, she/he must know what to say and how to say it. This means knowing the subject well, especially the key areas and any difficult topics, and, if possible, rehearsing the whole procedure beforehand. The message should be stated straightaway, keeping it simple and clear and speaking in plain English, avoiding jargon. Any untruths must be refuted immediately. If they are not refuted, the power of the media can make them appear to be the truth (Glasspool and George, 1994).Training support staffThe point made about training support staff, as those on the front line are the most likely to be the first to receive a call, is extremely important. Woodcock comments that many experts now believe everybody in an organization needs an awareness of crisis management. She believes that training need not be difficult.It can be done through a simple cascade management system, supported by monthly team briefings explaining how the crisis management system works, and by cards listing the most important do’s and don’ts and key emergency numbers (Purdom, 1995, p. 11).However, this leads on to the point that it is not only the undertaking of an elaborate issues audit that can avert disaster –having aneffective set of house rules into which all staff are inducted can avoid a minor crisis, which can blow up into something more extensive.House rulesWhen setting up a public relations strategy, a set of house rules need to be established, preferably incorporated into the staff handbook. This clear set of rules must clarify exactly who can and cannot speak to the media at any time– not just at time of crisis. This can avoid a crisis of the type that has happened when staff who do not know the facts of the matter have spoken to the media. This can be staff at any level – not just telephonists, clerical staff, cleaners, caretakers, but senior managers in the organization. Even if a member of staff knows the full facts of a situation, it does not follow that she/he has the right communication skills to convey that information to the media.Having established this rule it is then necessary to ensure that members of staff, particularly front-line staff, know what to say if they are approached by the media. Publication of a phrase such as “no comment”or “I’m not allowed to say” would lead to speculation and can be extremely damaging. All personnel should respond with a phrase, such as “I’ll transfer you to the PR manager, who will know the details”. This is exacerbated in a crisis situation. Michael Bland comments that: Many PR plans have an Alice in Wonderland belief that the press will only go to head office or that by some miracle people from head office will arrive at the crisis site in time. If people at the site have not been trained and say “we can’t comment” or “that decision is down to our London office”, media relations start to fall apart from the beginning (Purdom, 1995, p. 12).译文：危机管理—公共关系轻率的言论很容易毁坏一个企业的名誉；比如说拉特纳在领导层会议时开的关于企业效益暴跌的无心玩笑。

中英文对照外文翻译(文档含英文原文和中文翻译)译文：公司治理与高管薪酬：一个应急框架总体概述通过整合组织和体制的理论，本文开发了一个高管薪酬的应急办法和它在不同的组织和体制环境下的影响。

高管薪酬的研究大都集中在委托代理框架上，并承担一种行政奖励和业绩成果之间的关系。

我们提出了一个框架，审查了其组织的背景和潜在的互补性方面的行政补偿和不同的公司治理在不同的企业和国家水平上体现的替代效应。

我们还讨论了执行不同补偿政策方法的影响，像“软法律”和“硬法律”。

在过去的20年里，世界上越来越多的公司从一个固定的薪酬结构转变为与业绩相联系的薪酬结构，包括很大一部分的股权激励。

因此，高管补偿的经济影响的研究已经成为公司治理内部激烈争论的一个话题。

正如Bruce，Buck，和Main指出，“近年来，关于高管报酬的文献的增长速度可以与高管报酬增长本身相匹敌。

”关于高管补偿的大多数实证文献主要集中在对美国和英国的公司部门，当分析高管薪酬的不同组成部分产生的组织结果的时候。

根据理论基础，早期的研究曾试图了解在代理理论方面的高管补偿和在不同形式的激励和公司业绩方面的探索链接。

这个文献假设，股东和经理人之间的委托代理关系被激发，公司将更有效率的运作，表现得更好。

公司治理的研究大多是基于通用模型——委托代理理论的概述，以及这一框架的核心前提是，股东和管理人员有不同的方法来了解公司的具体信息和广泛的利益分歧以及风险偏好。

因此，经理作为股东的代理人可以从事对自己有利的行为而损害股东财富的最大化。

大量的文献是基于这种直接的前提和建议来约束经理的机会主义行为，股东可以使用不同的公司治理机制，包括各种以股票为基础的奖励可以统一委托人和代理人的利益。

正如Jensen 和Murphy观察，“代理理论预测补偿政策将会以满足代理人的期望效用为主要目标。

股东的目标是使财富最大化；因此代理成本理论指出，总裁的薪酬政策将取决于股东财富的变化。

”影响积极组织结果的主要指标是付费业绩敏感性，但是这种“封闭系统”法主要是在英美的代理基础文献中找到，假定经理人激励与绩效之间存在普遍的联系，很少的关注在公司被嵌入的不同背景。