英文文献和翻译：品牌战略

1、外文翻译： 品牌战略 原文来源： aaker, david a.; erich joachimsthaler (2000). brand leadership. new york: the free press. pp. 16. isbn 0-684-83924-5. 译文正文： 品牌管理是营销技术应用到具体产品，产品线或品牌。它旨在提高产品的认知价值给客户，从而提升品牌特许经营和品牌资产。营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。这可能会增加决策与竞争产品相比更有利的销售。它也可能使制造商收取更多的产品。品牌的价值是取决于它的利润

2、总额为制造商产生。这可能导致从增加的销售和价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的p和l（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理和执行。在这方面，品牌管理通常是在组织视为一个单独比市场更广泛和更战略性的作用。 由interbrand和business week公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。两者合

3、计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。 管理学科的品牌开始了在宝洁公司的plc作为一个由neil阁下麦克尔罗伊著名的备忘录的结果。 品牌管理原则 一个好的品牌名称应： 受商标法保护。 朗朗上口。 容易被记住。 容易被识别。 在该品牌可以使用的范围内很容易被翻译成当地语言 吸引眼球。 引出产品的优点（如：易关） 提升公司或产品形象。 竞争环境下区分产品的定位。 有一个突出的品牌集团。 品牌的种类优质品牌 经济品牌个人品牌系列品牌企业 品牌的功能让消费者对产品来源的鉴定，责任分配到产品制造商，风险减速器，搜寻成本减速器，象征设备，质量信号。识别手段，以简化处理或追

4、踪，法律上保护独特的功能，信号的质量水平，以满足客户的手段，赋予独特的团体，竞争优势，经济回报源代码产品的手段。 品牌架构 由一个公司拥有相互关联的不同的品牌是品牌架构。该公司支持许多各有自己的名称和表现形式不同的产品品牌，而公司本身仍然不被消费者注意到。宝洁公司被许多人视为是一个具有创造很多产品品牌，如汰渍，帮宝适，象牙和潘婷等有关的消费品牌例子。 母体是依赖于品牌的产品品牌，如万怡酒店（产品品牌酒店）（母品牌名称）。认可品牌得益于其母体的地位，从而凭借一些市场推广母体的所有品牌广告与品牌节省费用。 第三种品牌架构模型是最通常被称为“企业品牌”。而母品牌是所有产品的使用和携带这个名字，所有广

5、告用同一个声音说话。这方面的一个品牌架构很好的例子就是英国的维珍集团。 品牌管理技术 公司有时要减少他们的品牌，市场的数量。这个过程被称为“品牌的合理化。”一些公司往往比规模经济创造更多的品牌和产品品牌的变化不会将表明。有时，他们将创建一个特定的服务或产品品牌的市场，他们为每个目标。在产品品牌而言，这可能是获得零售货架空间（和减少量的货架空间分配给竞争品牌）。公司可以决定他们的合理化不时品牌组合，以争取时间生产和营销的效率，或者合理化重组计划的一部分，作为一个公司的品牌组合。品牌经理的一个经常性的挑战是建立一个一致的品牌，同时保持其新鲜和相关信息。一个旧的品牌标识，可能是未对齐，以重新界定目标

6、市场，一个公司的愿景声明重申，重新使命声明或公司的价值观。品牌的身份也可能失去他们的目标市场，通过人口结构的变化共鸣。重新定位一个品牌（有时称为更名），可能有些品牌资产的成本，并能迷惑目标市场，但理想情况下，一个品牌可以被重新定位为杠杆，同时保留现有的品牌资产。品牌定位是一种蓄意的方式与品牌，在内部和外部。最重要的原动力这一强大的品牌更多的关注力是全球化的步伐加快。这导致了在一个日益严峻的市场竞争在许多情况。一个产品的优势已不再足以保证其成功本身。科技发展和增加速度较快，而仿制品在市场上打开了产品生命周期已大大缩短。其结果是，与产品相关的竞争优势尽快成为具有竞争力的先决条件的风险转化。基于这个

7、原因，越来越多的公司正在寻找其他更持久的竞争工具，如品牌。 挑战 有与目标设定为一类相关的一些挑战。 品牌经理有时会限制自己设定目标，财务和市场表现。他们可能没有问题的战略目标，如果他们觉得这是高级管理人员的责任。 大多数产品级别或品牌经理限制自己设定短期，因为他们的补偿方案，旨在奖励短期行为目标。短期目标应被看作是实现长期目标的里程碑。 产品级别管理者往往没有足够的信息来构建的战略目标。 这是有时很难转化为品牌或产品类别的企业级水平的目标。 在一个多元化的公司，一些品牌的目标可能会发生冲突与其他品牌的。或者更糟的是，公司的目标可能与你的品牌冲突的具体需要。在这方面尤其如此之间的平衡稳定和风险

8、性了。公司的目标必须是广泛的，与高风险产品的品牌不被抱现金奶牛既定目标约束（见卡介苗分析）。该品牌经理还需要了解高层管理人员的收获策略。 品牌经理有时既定目标，优化了整体优化，而不是公司业绩本单位的表现。尤其是这样的赔偿是基于在单位表现为主。管理者往往忽视潜在的协同和跨部门的联合进程。 品牌背后的实现整合营销的整体组织路线是复杂的。品牌是在社会有时批评媒体网站，这必须受到监督和管理。 在线品牌管理公司正在执行一项势在必行的品牌声誉管理战略，并越来越多地转向网上的努力，以防止他们成为受损的公众形象监测。在线品牌声誉的保护可能意味着对一个品牌的商标被骗子盗用监测意图混淆消费者获取金钱。这也意味着可

9、以减少恶意监测，虽然也许同样有害，违规行为，如一个品牌的标志，甚至是负品牌信息（在网上社区和其他社会媒体平台出现的网络消费者）未经授权的使用。 isbn 0-684-83924-5 brand leadershipaaker, david a. erich joachimsthaler brand management is the application of marketing techniques to a specific product, product line, or brand. it seeks to increase the products perceived value

10、 to the customer and thereby increase brand franchise and brand equity. marketers see a brand as an implied promise that the level of quality people have come to expect from a brand will continue with future purchases of the same product. this may increase sales by making a comparison with competing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

26、 while keeping its message fresh and relevant. an older brand identity may be misaligned to a redefined target market, a restated corporate vision statement, revisited mission statement or values of a company. brand identities may also lose resonance with their target market through demographic evol

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

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

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

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

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

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

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

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

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