国贸经济管理类毕业论文-著名鞋类企业塑造国际品牌的路径及启示_第1页
国贸经济管理类毕业论文-著名鞋类企业塑造国际品牌的路径及启示_第2页
国贸经济管理类毕业论文-著名鞋类企业塑造国际品牌的路径及启示_第3页
国贸经济管理类毕业论文-著名鞋类企业塑造国际品牌的路径及启示_第4页
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?CR4WFJ0JA1 ?Dgc-N)9gDov)gDO 50%kDgD 40%ak 300 Lk)gD 25%oxXK46k)2kZ13tKdofA4ykfA4.-Eo)kRgDaGk4_gaykw64+9M#oNkY Nikeo ECCOoLaCrosseo Geox Kdk4.-o-KdoKKdBL Kdgc oP?CR4WFJ0JA2AbstractChina is the largest shoe-making country and the second largestshoe-consuming country, with only the United States taking the lead. In the pastseven years, shoes made in China have taken up over 50 percent of the totalproduction of the world. 40 percent of the shoes made in China are sold in theforeign markets. The trade volume of shoes amounts to over 30 billion dollars,which is about 25 percent of the worlds total trade volume of shoes.Unfortunately, seldom any Chinese brand has been acknowledged as famousbrand by the global market so far.This paper elaborates the concept and characteristics of international brandand explains the theories of brand modeling first. Then, the paper focuses on thestatue of international shoes market and the general situation of shoes brand inmany countries, such as the United States, France, England and Germany, as wellas the importance of the value added to a brand. After that, the paper takes somefamous international shoes market as examples, including Nike, ECCO, LaCrosseand Geox, analyzing the successful routes by which they head for their brandmodeling. Though we have absolute advantage in total production, it is stilldifficult for domestic shoe-makers to compete with the famous foreign shoebrands at present. In fact, it is connected with the structure of the Chinese shoeindustry, imbalance of district development, industry technology and capitalsupport, etc. In the end, by combining the successful routes of the brands referredto with the facts of the Chinas shoes market, the paper brings up the routes forChinese shoes-making companies in modeling famous international brand.K Key WordsL Famous shoe-making company; International brand; Routes;Apocalypse?CR4WFJ0JA3-$ 1. EA .41.1 ,?W .41.2 -LuM2(|F .41.3 (|FP,-(*6A Q .51.4 MD# .92. F+|M22j4-,:=(| .102.1 F+|M22j .102.2 4-k?,M2(|4 .152.3 :=M2(|)2jlp, .163. :=M21J(|FP,D6 .183.1 LACROSSE,FD CXGK* .183.2 ECCOCF+| AAj .193.3 NIKE, OF:UK0 .203.4 GEOX, $8)_&J .214. :=M2(|FPD)-M21JFP-Lu(|,_/j .214.1 :=M21J(|FPD4P .214.2 )-M21JFP-Lu(|,_/j .225. 5A .2669)d .278* BX .29?CR4WFJ0JA4:=M21JFP-Lu(|,D_/j LaCrosse ECCO Nike Geoxjx1. EA1.1 ,?W=u!W-)-*,MfjOT,nK00Cx,OL 23%,0)4*00;,A!vF_5*jk,-,MfFPJG,+JAjP,!_-MJ,-Lu(|5jA,-j*30W,MJ+O-*- 2005-M+OkGE 90*ChCNj 1715s6F+|MkG, 53%60%0ZMJfFPW-X-LuMJ8N:=|,AH?*(J-M&!W-)-Mf,d&W$F?nK00+a8C, 4.7%:w-, 16.5%-MJXChCS*6W6-M21J,)().DAA7-Ej;a5j-Lu(|_f4A-fMJ,+&N*GCE 50 , 7000J-fM1JJG*6vfFCd(|+O!/1+O,M2fJL*)!W#b4-,CAj)+OQM2f,?WY#-1y-,fFPvw=7-$16 15jA7-O0C-Lu2j,-Lu(|_-M21JWG-F9jF-=(|MCd(|+O+OK.;1MC,Ci5$14:U0L$j9Ljx?FPM2,-Lu(|-1JBFPM2,-Lu(|-O!,C*6k5-Lu:=M2(|,4P58A-,)BLNF|AAO)-fM1J,(|FFD9pOH1.2 -LuM2(|F 1.2.1 -Lu(|,%(-Lu(|a_X-Lu2j1,)+a1JKFP,X-(2j:GJNpA9Q,2j/nJQ,2j51JVQ,4#x,7-F1J15,(|v7Fv 2-LuM2,(|?FJEM2(|-LuFFD) 2003 Sicco Van?CR4WFJ0JA5GelderX*3(|H+:y(|-LuFAj(|-LuFa_(|XJZ-4:U 2001A-65N/g6(|-LuFyj(|-LuF_6-(|&hP,0/(|4:U1+)50F7FV,? Q4#x,F:U 3-Lu(|089;9Z(0_(|u9,X-9-pq+J8#:,_4h7-ENJ+|,A9_9_B(|,CW8FLO 4F+|(|P (World Brand Lab)9(| (Brand Influence),9NK772j9) (Share of Market)(|B (Brand Loyalty)-LuN, (Global Leadership)F+|4(|F|A6 51.2.2 F+|M2(|1*3M2-Lu(|GJB(5-, Nike BrownK! LaCrosse9!- CLARKS Marks & Spencer- ADIDAS ESCADA?*(, RIZZOJOLUVI?WY, GEOX TECNICA LNA Naturino Gucci#-, VivarteEram SAiT ECCO/W&1y1yF-Lu:=M2(|QCXG,)(,AA*6%xF,_89(8,(|1+f-pF+|M,Q12jEN-pF+|MJ,A FJE)-M2j,B3.D1D65)X-MJ2j8#F99,-Lu(|v09,v0FQ2jx1y1.3 (|FP,-(*6A Q+0Z-Lu(|,FPG-/=0*6A,7,F|(|FP,?W*6A:-;k?9#Ci*6A#Ci65(|*6x*6A1yXFP#:9(|BA|jFX,(:=(|j0/A7J)F0#Ci65*6M0r1JXF|(|FP&#G+O=,CXG%C#Ci65)=D,M0rA0CX#Ci65-,8BjF0!%C#Ci65,*6M0r;*.p 1.3.1.2 #Ci65,8A),*6M0?8A)*6_0/n/jD-CR5jk?-,C*6*6.D0j/nJ?y:,!0ZG-X-p0;=)*68A)!bKF/)*6)!bK_#Ci|j,G?)06,8)6)*6F-(C|j,+O 1J)#Ci65F0*6M0r(1JX(|FP,E0;0*D)F+O#kC5?,)+XFJEzPOx1y?%C#Ci65)/nJ4#F1yM,)!b(|X#Ci65Z(|-(63+,WL8-(6#_#Ci65)(|,k?PP,-;(|B_#Ci65)(|A.,5. 1-1p/j6,(|,=P?1yF|.1?yf4(|,B_(|B 2(|B_#Ci65X0(|&)*0,k?O_F0!*0(|B,*.p 91 (a+ 2000 78vJ.D0k1 219O2 )O 2006W*6L1O(|B (|B#Ci65)(|,-;#Ci65)(|,-;#?CR4WFJ0JA7. 1-1 (|B,+X 3+a:F 6.(|BFPB#Ci65j*&p965(|965#Ci65_9(|,8!)(|,BO.,!f8!,(|H+ 101.3.3 *6A19698gGgx(*AXC:kHjB3L-p1%&F111.3.4 “(|CtA1989(|CWg81y*,(|CtA7*1(|Ct, Ws3P_(|B Brand Loyalty(|.= BrandAwareness)-,CX (Perceived Brand Quality)(|6# (BrandAssociation)9Ct(|B$F0!B$(|18$7,!_*0Cj,(|Ct 12(|Ctj(09l,Ct_0/Ct6(|j(|Ct_ 90?:UK0*6A,0ZG?Kj?D-(:UK0H+,$(|*0F0ZLf!1.3.5 (|-LuF Q?F93P Q(|-LuF_(|7F4:UOF4:U-(58,0Z1E0; 3 .M 20048(| 15!#Iv68*(x/n P106-182(|l (|.=(|Ct #Ci65C#Ci65C?CR4WFJ0JA8)7FOFLN4*6,?=?. 1-2OFj aQ(|-LuF 7(|-LuF7(|OFf,(|-LuFQ(|-LuF. 1-2 (|-LuF Q?F93P Q 4Q7Fk?52jM0rC-(l_,50N,M0?Q,-(lW(|? QF?rOFk?5-72jo4#f22jL.F2#Ci651ym1*3F_0ZCvXNM0?#Ci)CFP5#?1yM,2fWQ$ j+aOF7F,G-W1Ji8!,4:U(-72j,OF$G+X Q(|-LuF, Q?6W,:UK03POF965)#b2j,.D0J,D-(G+X7FOF-(58, Q(|-LuF Q?X(|,H+1M(|(|ZWzkN1yEJG+X7F1X(|,H_1M(|=0 z)?F91yEJG+XOF1Bj(|7FW6|(|OF4:U-72j,4#f3P9W,Lf1JF9f,(|-LuF Q?D j7FOFG-E?1JB8D*i1J1F9 Q(|-LuF Q?161.4 MD#!W-M2,4:jBNFkE*6,?. 1-3Ox4-Lu(|%(-Lu(|,(|FP,-(*6A Q;M2-Lu2j*4F+|k?-j,M2ChC4Z-,k?M2(|(DFJE?WY-M2F*l,ELF (|LtlXM2ChC,G?WfLaCrosse ECCO Nike Geoxj64W(|,58*6ALF (|,D0Xk5(|-LuFD,*.p:58-,M2(|)(FJE*6A6OH(|4P*F28-M21JFP-Lu(|,D. 1-3 AFkE*6vXAE0;F+X#Ci65(|G*6x*6A(|BA|EX19G6k?5,8F+Xx6#B3.D#k5#1y#*6A58Lu4W:=-LuM2(|,DX1G658A-M22j(|)(*F28A-M21JFP-Lu(|,D2. F+|M22j4-,:=(|2.1 F+|M22j2.1.1 k?M29+XFD6jh+O#k+XM+XMFM(/M 5,M7&M3M$hMFMALM1y+O#kh+XMwj-LuM22j:,k?/ 2005,M-*Gj 13.6 7&M 38.2 3M 11.2 FMC*Gj 2.72 2.1.2 2j1i 20068X:#n|,1qz-LuMJJACtn/j2003-2005 F+|k?-wMG-u10j 85!Qj 20.65$? 7.25!W#b 6.09l 5.64C 4.41*G-;-j 690cuF+|O!Q_C 4.2!W#b 1.6$?l# -wX#F-;5-j 22.8!W#b 19.43 5.56/W 1.38%WYN-M1y-,?. 2-1Fp-#Ci-;5-j 99%/W%WYj 90%!W#bj 80%6 2002&!FM,62%-,M1 6O?CR4WFJ0JA11F+|M,#CiG-; 2004 5-j 21.33j 6.2 !W#bj 21.86 w#CiG0Q,_5-j 7.2 !Q_j 4.8!W#bj 4.7 2.1.3 2005F+|k?-jMJ105-MJ1200515-M2FkNj 44.145s2004 -(K6.24%M2FNE 179.325s 2004-(:# 8.64%551*310WF2j, 7 055-M2,k?F-fj-$?Cl?WY? 2.1= 2.1 2005uglL52 - - ?WY $? C l5-FG7 19450 7997 6792 4747.4 2785.9p5-FG,6 85.32 3.51 2.98 2.08 1.225-FN5s 127.21 11.39 10.25 7.21 5.2p5-FN,6 70.94 6.35 5.72 4.02 2.9Ct$*3MJFJA 20068-E8F*vJ1O!W-MJ12005!W- 25-M2F2j,? Qj 152.265s 2004-(K 12.68%!W-M2,F-_-C5PllFN. 2-3p/j6!W-M2FkN, 39.13%16.97% 11.26% 5.77% 4.2%. 2-3 2005!W-M2k?E- 5s2005!W-FM 19.43 2004-(K 13.69%k?-C5PllF,M6j 12.5 2.65 7145.37 5262.97 5077.276MFkG, 64.39% 13.66% 3.68% 2.71% 2.61% 187*3MJFJA 2006 38-E8F*vJ1 8 O59.625.8317.148.78 6.4 -C5Pll?CR4WFJ0JA13-9MJ12005M2FNj 35.975s 2004K 10.28%M,FGj 5.56 2004-(K 7.04%k?F-j-?WYClFGFNB? 2.2= 2.2 2005uzL|g5-2- ?WY C l F75028 107 107 58 3 37 8F,6 90 44 1 93 1 93 1 05 0 68FN5s 29.93 3.32 1.34 1.1 0.96FN,6 69.31 9.24 3.73 3.07 2.68Ct$*3MJFJA 20068-E8F*vJ1O /WMJ12005/WM2FNj 13.655s 2004-(K11.78%M,FGj 1.38 2.3= 2.3 05ugC|52 - C ?WY $? 5-FN75s 81900 10400 9216.9 7347.2 4479.2FN,G 60% 7.63% 6.75% 5.38% 3.28%Ct$*3MJFJA 20068-E8F*vJ1O8*3MJFJA 20068-E8F*vJ1O?CR4WFJ0JA142CMJ1C_FMJ+OE,-0 2005M2*kN 2004K 15%E 30.395s 2006:z*NE 17 5s 2005 2.4= 2.4 2005u&Lgl|.odBG FM M MM 63M*7 27200 8900 6800 4200*N 20.46 5.76 1.84 2.17Ct$HF 2007F+|MJ(- 7&1OCM,k?*j_!W#bG*G, 59%!Q_5-8 2001C5T-15FJv*GKE 2005*N 2004 K 40%E 6.115s 2006:zj 4.035s200519-MJ15AA-MJX4 1990 1993 1995,!QOCjF+|10MJW- 9L-piM0n,$!-fMJW,+O7-+a0cfMG&GWj-,MJ0c!F-F2jM0r*-_FMJFO,9Y3P 10i1qz-LuMJJACtn/j 2005-MGE 90F+|G, 50%* 2004 K 17%j 69 *Nj1845s 2004K 17.1%k?*-6_5-*N,36.5%!W#b*N, 17.5%*N, 6.6%/-;,M 13.6 7&M 38.23M 11.2!W-0-$_-M,G?E*jF-)!W-*MGxFFBC?. 2-49-Kw1J_2j 20031O10HF 2007F+|MJ(- 7&1O?CR4WFJ0JA15. 2-4 2001 -2005-)!W-*M2G*N2.2 4-k?,M2(|45-2jM2(|B( Nike*lK! Timberland3G1y:=-Lu(|X5-s8#F+|M22j:G-9Q,2j-NX 2003,5-M22j: Nike(4Nx9 5%,2j-NDF5ZK0f!6f,)T,K+aXFMN94 39%,2j-NFCE1) Nike(XZM22j:,Nx63GMJ9L(9 4.5%,2j-N!Q Nike(u|J1 11#-_!Q5-,*31wM#Ci0W,- 2004M2#Ci2j? QE 80.8!WsK0 3.3M#-M2-Lu(|3PK,&J?ENF+|%#q,A 03#-M2j-Lu(| Vivartek?FJE( San Marina,Andre SA MinelliF|6K02j-N, 16.3%QuO:=(| Eram SA X-9#,M&55F:1 Gabor(k?+OQM2 2003,2j-N4j 10%u1 Bally 9%19,2j?(?

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