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1、品牌营销战略-外文翻译 外文翻译原文Title: Brand Leadership Material Source: NewYork The Free Press Author: Aaker ,David A Brand management is the application of marketing techniques to a specific product, product line, or brand. It seeks to increase the products perceived value to the customer and thereby increase b

2、rand 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 competing products more favorable.It may also enable the manufacturer to charge more for the product. The value of the brand is determined

3、 by the amount of profit it generates for the manufacture. This can result from a combination of increased sales and increased price, and/or reduced COGScost of goods sold, and/or reduced or more efficient marketing investment. All of these enhancements may improve the profitability of a brand, and

4、thus, “Brand Managers” often carry line-management accountability for a brands P&LProfit and Loss profitability, in contrast to marketing staff 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

5、and more strategic role than Marketing alone. The annual list of the worlds most valuable brands, pulished 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

6、 that strong, well-leveraged brands produce higher returns to shareholders than weaker, narrower brands seriously impact shareholder 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

7、 H, McElroy. Principles of brand management?A good brand name should:be protected or at least protectable udder 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? suggest

8、product benefitssuggest the company or product image? distinguish the product “s positioning relative to the competition? be attractive Types of brands premium brandeconomy brandfighting brand corporate branding individual branding family branding Functions of brand For consumers Identification of s

9、ource 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 associations,Source of competitive advantage, Source of f

10、inancial returns,“Strategic Brand Management”3 rd edition ,Kevin Lane keller Brand architecture The different brands owned by a company are related to each other via brand architecture. In“product its own name and style of expression while the company itself remains invisible to consumers. Procter&G

11、amble,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 Pantence. With “endorsed brand architcture”,a mother brand is tied to product brands, such as The Courtyard Hotelsproducts brand nameby Marriott

12、mother brand name.Endorsed brands benefit from the standing of their mother brand and thus save a company some marking 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”

13、.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 ite business with its nameTechniques Companies somethings want to reduce the number of brands tha

14、t they market. This process is known as “Brand rationalization” Some companies tend to create more brands ans 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 prod

15、uct branding.this may be to gain retail shelf spaceand 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 gain production and marketing efficiency, or to rationalize a brand portfolio as part of corporate

16、restructuring. A 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, a restated corporate vision statement, revisited mission statement or values of a company. Bran

17、d identities may also lose resonance with their target market throngh demographic evolution. Repositioning a brandsometimes 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 fou leverage. Bran

18、d orientation is a deliberate approach to working with brands, both internally and externally. The most important driving force behind this increased in strong brands is the accelerating pace of globalization.This has resulted in an ever-tougher competitive situation on many markets. A products supe

19、riority is in itself no longer sufficient to guarantee its success. The fast pace of technological development and the increased speed with which imitations tnru up on market have dramatically shortened product lifecycles. The consequence is that product-related competitive advantages soon risk bein

20、g transformed into competitive prerequisites. For this reason, increasing 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

21、capabilities”Brdson&Evans.2004. Challenges There are several challenges associated with setting objectives for a categoryBrand managers somethings limit themselves to setting financial and market performance objectives.They mat not question strategic objectives if they feel this is the responsibilit

22、y of senior management? Most product leval or brand managers limit themselves to setting short-term objectives bacause their compensation packages are designed to reward shore-term behavior. Short-term objectives should be seen as milestones towards long-term objectivesOften product leval managers a

23、re not given enough information to construct strategic objectivesIt is sometimes difficult to translate corporate leval 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 may conflict w

24、ith 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. enough that brands with high-risks products are not constrained by objectives set with cash cows in mind see B,C,G,analysis, The brand manag

25、er also needs to know senior managements harvesting strategyBrand managers somethings set objectives that optimize the performance of Their unti rather than optimize overall corporate performance. This is particularly true where compensation is based primarily on unit performance. Managers tend to i

26、gnore potential synergies and inter-unit joint processes Overall organisation alignment behind the brand to achieve Integrated Marketing is complex? Brands are sometimes criticized within social media web sites and this must be monitored and managed? Also because of the development of such social te

27、chnologies, developing a social strategy to develop or increase social currency becomes increasingly important Online brand management Companies are embracing brand reputation management as a strategic imperative and are increasingly turning to online monitoring in their efforts to prevent their pub

28、lic image from becoming tarnished,Online brand reputation protection can mean monitoring for the misappropriation of a brand trademark by fraudsters intent on confusing consumers for monetary gain.It can also mean monitoring for less malicious,although perhaps equally damaging, infractions, such as

29、the unauthorized use of a brand logo or even for negative brand informationand misinformationfrom online consumers that appears in online communities 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 fun

30、ctions below expectations.译文标题: 品牌营销战略 资料来源:纽约:自由出版社 作者:阿克,大卫 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,从而提升品牌特许经营和品牌资产,营销人员认为一个品牌是一个隐含的承诺。从一个品牌可以预期未来将继续与购买相同产品。品牌可能会增加决策,与竞争产品相比更有利的销售,它也可能使制造商制造更多的产品。品牌的价值是取决于它为制造商产生利润总额。增加的销售和价格上涨,或降低销售成本,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的盈利能力,相比之下,

31、市场营销人员经理的角色,着手分配给上述预算,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当中可以发现公司的市场价值通常是品牌决定。麦肯锡公司是一家全球性咨询公司,在2000年的研究表明,相对比较弱的品牌,实力雄厚的品牌则产生更高的回报。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。 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

32、提升公司或产品的形象。 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。该公司产品品牌支持许多各有自己的名称和表现形式,而公司本身仍然不被消费者注意到。 母体是依赖于品牌的产品品牌,认可品牌得益于其母体的地位,从而凭借一些市场母体的

33、推广节省品牌广告费用。 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 公司有些时候要减少他们的品牌,市场的数量,这个过程被称为“品牌的合理化”。一些变化不会表面公司比规模经济创造更多的品牌和产品品牌。有时,他们为每个目标,他们将创建一个特定的服务或产品品牌的市场。对产品品牌而言,这可能是获得零售货架空间,公司可以决定他们的品牌组合合理化,以争取时间生产和营销的效率。 品牌经理的一个经常性的挑战是建立一个一致的品牌,同时保持其新鲜的相关信息。一个旧的品牌标识,可能是未

34、对齐,以重新界定目标市场,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,重新定为一个品牌。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。 挑战 ? 品牌经理有时会限制自己设定目标,财务和市场表现。如果他们觉得这是高级管理人员的责任,他们可能是没有问题的战略目标。 ? 大多数产品级别或品牌限制自己设定短期,作为他们的补充方案,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。 ? 有时品牌或产品类别的

35、企业级水平的目标很难转化。 ? 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。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。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。 ? 品牌是在社会有时受到媒体网站批评,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,并越来越多的转向网上的努力,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。