关于“品牌”方面的外文文献.doc

外文翻译外文翻译原文1supply chain interactions due to store-brand introductions: the impact of retail competitionstore-brand products are of increasing importance in retailing, often causing channel conflict as they compete with national brands. focusing on the interactions that arise in single-manufacturer single-retailer settings, previous research suggests that one main driver of store-brand profitability to the retailer is that it leads to a reduction of the national-brand wholesale price. under retail competition, the robinson patman act then introduces an interesting trade-off: a retailer that introduces a store brand incurs the associated costs and risks, while sharing this benefit with its competition. we show that the resulting interactions can cause retailers to play “chicken”, either of them preferring a store-brand introduction by the competitor. such interactions do not arise in channels with a single retailer, as has been the object of most previous research, and we show that some of the key insights derived from single-retailer models fail to hold when retailers compete. we conduct a numeric study, and our findings suggest that retailers are more likely to randomize their store-brand introduction strategies when customers have strong store preferences, and when the retailers store-brand products are similar to the national-brand product in terms of customer valuations and production cost.intuition suggests that the introduction of store brands increases the retailers power in the supply chain and that the manufacturer needs to reduce the wholesale price to sustain national-brand sales. assuming that this intuition holds and that this wholesale price reduction is one of the key drivers of store-brand profitability, the legislation associated with the robinson patman act introduces an interesting trade-off into the retailers decision making. since the act requires that the manufacturer charges the same wholesale price to all retailers (unless there is a good and fair business reason for differentiation), the manufacturer might have to adjust this “global” wholesale price due to some retailers store-brand introduction. while manufacturers in practice justify slight wholesale price differences by differentiating packaging and delivery options, the act ensures such differences to be minor. a retailer that introduces a store brand then incurs the associated risks and costs, while sharing most of the benefit with all competing retailers. we show that such interactions might induce retailers to play chicken, either of them preferring a store-brand introduction by the competitor. such interactions do not arise in supply chains with a single retailer, as has been the object of most previous research.to the best of our knowledge, our work presents the first attempt at explicitly studying the determinants of store-brand introduction decisions of independent and competing retailers. we consider these decisions in a spatial model with aspects of both vertical and horizontal product differentiation, where store-brand introductions are associated with fixed costs. most analytical research of store-brand introduction interactions in supply chains has considered single-retailer settings. we show that the supply chain interactions that govern store-brand introduction decisions might be of a very different character in the presence of retail competition.author: ana groznik and h. sebastian heesenationality: ana groznik（portugal），h. sebastian heese（usa）originate from: production, manufacturing and logistics译文1由供应链协作引入商店自有品牌：农产品零售业竞争的影响商店自有品牌的产品在零售渠道冲突中变得越来越重要，这往往导致他们与民族品牌产生竞争。在零售业竞争中，robinson patman act介绍了一个有趣的权衡：零售商，采用商店品牌带来了相关的成本和风险，同时分享竞争的好处。这显示，由此产生的相互作用可能导致零售商受到威胁，从而引入一家商店的竞争对手的品牌。这种互动不发生在单一零售商渠道中间，正如大多数以前的研究对象，我们发现，有些单一零售商模型不能表明零售商竞争的精髓。我们进行数据研究后表明，当顾客具有强大的商店品牌偏好时零售商更有可能实施好商店品牌引入战略，这时零售商的商店品牌产品的生产成本就近似于普通品牌产品中的客户估价。直觉表明，引进商店自有品牌增加了零售商在供应链中的权力，制造商需要降低批发价格来维持普通品牌的销售。假设这个直觉正确的话，批发价格下降和品牌盈利能力提高将是商店的一个主要动力，robinson patman act引入了一个有趣零售商决策平衡。由于这个平衡要求制造商向所有零售商给予相同的批发价格（除非是有良好和公平的商业理由），制造商可能因为一些零售商的品牌介绍来调整这个“全球性”的批发价格。引入自有品牌的零售商会产生相关的风险和成本，同时也让竞争对手享受到了利益。我们表明，这种相互作用可能引起其中一方零售商受到威胁，两者更喜欢引入竞争对手的品牌。正如大多数以前的研究结果表明，这种互动不仅仅发生在单一零售商供应链当中。据我们所知，我们对引进独立竞争的零售商品牌的决定作了第一次尝试。我们认为提出了明确的研究决定的商店，从空间上来说，纵向和横向的产品差异与商店品牌的固定费用有关。大多数分析研究中供应链品牌的引入只考虑单一的零售商设置。我们想要说明供应链管理的协作，品牌引进的决定在零售业竞争中存在不同的特色。作者：ana groznik 和 h. sebastian heese国籍：ana groznik（葡萄牙），h. sebastian heese（美国）出处：生产、制造和物流原文2the nitty-grittys of brand managementintroductiona name-like an identity-has to be managed. certainnames may have a multiple meanings. the purpose of communication then is to select one and drop the other. thus,shell naturally chose to emphasize the seas shell meaningrather than the bomb shell one. just as brands are a companys capital, emblems are brands capital equity. an emblem serves to symbolize brand identity through a visual figure other than the brand name. it has many functions such as: to help identify and recognize the brand. emblems must identity something before they signify anything. they are particularly useful when marketing to children, since the latter favours over texts, or when marketing worldwide. to guarantee the brand. to give the brand durability-since emblems are permanent signs-thereby enabling the company to capitalize on it. thus hermes legendary horse is the common emblem of equipage, amazon and caleche. to help differentiate and personalize, an emblem transfersvisual symbols and logotypeseverybody knows mercedes emblem, renaults diamond, nikes dash, adidas three stripes, nestls nest, yoplaits little flower and bulls tree. these symbols help us to understand the brands culture and personality. they are actually chosen as such, the corporate specifications handed over to graphic identity and design agencies mainly pertain to the brands personality traits and values.what is important about these symbols and logos is not so much that they help identify the brand but that the brand identifies them. when companies change logos, it usually means that either they or their brands are about to be transformed, as soon as they no longer identify with their past style, they want to start modifying it. some companies proceed otherwise, to revitalize their brands and recover their identity; they milk their forlorn brand emblems for the energy and aggressiveness they need in order to be able to change. just as human personality can be reflected in a signature, brand essence and self image can be reflected in symbols. analyzing a brands potentialin analyzing the identity of a brand, which must precede any credible repositioning or revitalization of a brand, we find that the facets of its identity are not all equally patent. some indeed are at the tops of our minds, while others are latent, concealed in certain underlying signs of the brand. . revitalizing a brand consists of revealing what is currently latent yet positive and concealing what is currently patent yet negative. revitalizing a brand also consists of searching the brands latent potential for those identity sources that will best revive its messages and actions. identity is the essence of a brand. it is the vital basis for positioning a new brand or repositioning an old one.brand managers are responsible for guiding the market research team by setting the agenda and criteria and selecting the stimuli, such as product-benefit statement, pictures, product samples and video clips. once the research is complete, it is the brand managers job to analyze the data that has been collected and then develop a marketing strategy this marketing strategy may call for a new ad campaign, development of new products, or drawing out a new vision for the brand. it is also then the brand managers job to ensure that other functions such as promotions, market research, research and development, and manufacturing are orchestrated to., implement the strategy that they have developed.careers in product and brand management tend to attract high potential, well motivated individuals who can accept broad responsibilities easily and with little supervision, communicate well with other people, are willing to do some traveling, and thrive on constant change. startingsalaries are good in most of the organizations, with career and compensation advancement based on achievement. author：ramachandran,s.nationality：indiaoriginate from：advances in management j. ramachandran,s.,india feb2011, vol.4 issue 2, p28-29译文2品牌管理的本质本质一个名字,像一个身份管理。某些名字可能有很多意义。运用语言进行交际的目的就是去选择一个和抛弃。因此,自然选择强调壳的海贝壳而不是炸弹壳意义。正如品牌是一家公司的资本,象征资本份额是品牌。符号通过视觉图形提供品牌识别更甚于品牌名字。它有许多功能，如 ：为了帮助识别和认识到品牌。符号必须和它意味着的东西保持一致性。当对孩子营销时他们特别有用,因为后者被喜欢的程度超过