经管专业毕业论文中英文资料外文翻译文献Brand-Leadership品牌战略大学

1、毕业设计（论文）品牌战略要求1、外文翻译是毕业设计（论文）的主要内容之一，必须学生独立完成。2、外文翻译译文内容应与学生的专业或毕业设计（论文）内容相关，不得少于xxxx卬刷符号。3、外文翻译译文用a4纸打印，需包含中文翻译和英文原文。4、年月日等的填写，用阿拉伯数字书写，要符合关于出版物上数字用法的试行 规定，如“2017年5月26日”。5、所有签名必须手写，不得打印。附件：外文原文isbn 0-684-83924-5brand leadershipaaker, david a. erich joachimsthalerbrand management is the application

2、of marketing techniques to a specific product, product line, or brand it seeks to increase the product perceived value 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

3、will continue with future purchases of the same product. this may increase sales by making a comparison with competing products more favorable it may also enable the manufacturer to charge more for the product. the value of thebrand is determined by the amount of profit it generates for the manufact

4、ure匚 this can result from a combination of increased sales and increased price, and/or reduced cogs (cost of goods sold), and/or reduced or more efficient marketing investment. all of these enhancements may improve the profitability of a brand, and thus, nbrand managers1* often carry line-management

5、 accountability for a brand's p&l (profit and loss) profitability, in contrast to marketing manager roles, which 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

6、the annual list of the world's most valuable brands, published by interbrand and business week, indicates that the market 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

7、produce higher returns to shareholders than weaker, nan*ower brands taken together, this means that brands seriously impact shareholder value, which ultimately makes branding a ceo responsibilit y.the discipline of brand management was started at procter & gambleplc as a result of a famous memo

8、by neil h. mcelroy.principles of brand managementa good brand name should: be protected (or at least protectable) under trademark law. 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.

9、 suggest product benefits (e.g.: easyoff) or suggest usage (note thetradeoff with strong trademark protection.) suggest the company or product image. distinguish the product's positioning relative to the competition. be attractive stand out among a group of other brandstypes of brands>premium

10、 brand >economy brand >fighting brand >corporate branding >individual branding >family branding >nfunctions of brand(for consumers) identification of source of product, assignment of responsibility to product maker, risk reducer, search cost reducer, symbolic device, signal of qual

11、ity.(for manufacture)means of identification to simplify handling or tracing, means of legally protecting unique features, signal of quality level to satisfied customers, means of endowing products with unique associations, source of competitive advantage, source of financial returns. (nstrategic br

12、and managementh 3rd edition,kevin lane keller)brand architecturethe different brands owned by a company are related to each other via brand architecture in "product brand architecturen, the company supports many different product brands with each having its own name and style of expression whil

13、e the company itself remains invisible to consumers. procter & gamble, considered by many to have created product branding, is a choice example with its many unrelated consumer brands such as tide, pampers, abunda, ivory and pantenewith nendorsed brand architecture1', a mother brand is tied

14、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 save a company some marketing expense by virtue promoting all the linked brands whenever the mother brand is advertised. the t

15、hird model of brand architecture is most commonly referred to as "corporate branding1* the mother brand is used and all products carry this name and all advertising speaks with the same voice a good example of this brand architecture is the uk-based conglomerate virgin virgin brands all its bus

16、inesses with its name.techniquescompanies sometimes want to reduce the number of brands that they market this process is known as nbrand rationalization.n some companies tend to create more brands and product variations within a brand than economies of scale would indicate. sometimes, they will crea

17、te 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 allocated to competing brands). a company may decide to rationalize their portfolio of brands from time to time to ga

18、in production and marketing efficiency, or to rationalize a brand portfolio as part of corporate restructuringa recurring challenge for brand managers is to build a consistent brand while keeping its message fresh and relevant. an older brand identity may be misaligned to a redefined target market,

19、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 evolution. repositioning a brand (sometimes called rebranding), may cost some brand equity, and can confuse the target mark

20、et, but ideally, a brand can be repositioned while retaining existing brand equity for leveragebrand orientation is a deliberate approach to working with brands, both internally and externally. the most important driving force behind this increased interest in strong brands is the accelerating pace

21、of globalization. this has resulted in an ever-tougher competitive situation on many markets a product's superiority is in itself no longer sufficient to guarantee its success the fast pace of technological development and the increased speed with which imitations turn up on the market have dram

22、atically shortened product lifecycles. the consequence is that product-related competitive advantages soon risk being transformed into competitive prerequisites. for this reason, increasing numbers of companies are looking for other, more enduring, competitive tools 一 such as brands brand orientatio

23、n refers to nthe degree to which the organization values brands and its practices are oriented towards building brand capabilities (bridson & evans, 2004).challengesthere are several challenges associated with setting objectives for a categor y. brand managers sometimes limit themselves to setti

24、ng financial and market performance objectives they may not question strategic objectives 讦 they feel this is the responsibility of senior management. most product level or brand managers limit themselves to setting short-term objectives because their compensation packages are designed to reward sho

25、rt-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 objectives. it is sometimes difficult to translate corporate level objectives into brand- or product-level category.

26、 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 is particularly true in regard to the trade-off between stability and riskiness. corporate objectives must be broad

27、 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 management harvesting strategy. brand managers sometimes set objectives that optimize the performance of their unit rather than

28、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 organisation alignment behind the brand to achieve integrated marketing is complex. brands ar

29、e sometimes criticized within social media web sites and this must be monitored and managed.131 also because of the development of such social technologies, developing a social strategy to develop or increase social currency becomes increasingly important online brand managementcompanies are embraci

30、ng brand reputation management as a strategic imperative and are increasingly turning to online monitoring in their efforts to prevent their public image from becoming tarnished online brand reputation protection can mean monitoring for the misappropriation of a brand trademark by fraudsters intent

31、on confusing consumers for monetary gain. it can also mean monitoring for less malicious, although perhaps equally damaging, infractions, such as the unauthorized use of a brand logo or even for negative brand information (and misinformation) from online consumers that appears in online communities

32、and other social media platforms. the red flag can be something as benign as a blog rant about a bad hotel experience or an electronic gadget that functions below expectations.附件：外文资料翻译译文品牌战略原文来源：aaker, dav i d a. ; er i ch joach i mstha i er （2000）. brand leadersh i p. new york: the free press, pp.

33、 1 - 6. 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总额为制造商产主。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

34、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咼的回报。两者合计，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

35、称应：受商标法保护。朗朗上口。容易被记住。容易被识別。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。引岀产品的优点（如：易关）提升公司或产品形象。竞争环境下区分产品的定位。有一个突岀的品牌集团。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，所有广告用同一个声音说话。这方 面的一个品牌架构很好的例了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