1、畢業設計（論文）品牌戰略要求1、外文翻譯是畢業設計（論文）的主要內容之一，必須學生獨立完成。2、外文翻譯譯文內容應與學生的專業或畢業設計（論文）內容相關，不得少于xxxx卬刷符號。3、外文翻譯譯文用a4紙打印，需包含中文翻譯和英文原文。4、年月日等的填寫，用阿拉伯數字書寫，要符合關于出版物上數字用法的試行 規定，如“2017年5月26日”。5、所有簽名必須手寫，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 訐 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：外文資料翻譯譯文品牌戰略原文來源：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.譯文正文：品牌管理是營銷技術應用到具體產品，產品線或品牌。它旨在 提高產品的認知價值給客戶，從而提升品牌特許經營和品牌資產。營 銷人員認為這是一個隱含的承諾，一個品牌，人們的生活質量水平來 從一個品牌預期將繼續與購買相同產品的未來。這可能會增加決策與 競爭產品相比更有利的銷售。它也可能使制造商收取更多的產品。品 牌的價值是取決于它的利潤總額為制造商產主。這可能導致從增加的 銷售和價格上漲的組合，或降低銷售成本（銷貨成本），或更有效的 營銷投資。這些增強功能全部可以提高一個品牌的盈利能力，因此，“品牌經理”往往攜帶一個品牌的p和l （損益線管

34、理責任制）的盈利 能力，相比之下，市場營銷人員經理的角色，這是分配給上述預算， 管理和執行。在這方面，品牌管理通常是在組織視為一個單獨比市場 更廣泛和更戰略性的作用。由interbrand和business week公布的每年最具價值的 品牌名單中可以發現，公司的市場價值通常是由品牌決定。麥肯錫公 司是一家全球性咨詢公司，在2000年的研究表明，相對股東比較弱的 品牌，實力雄厚則品牌產生更咼的回報。兩者合計，這意味著，品牌 嚴重影響股東價值，最終品牌的首席執行官需要對其負責任。管理學科的品牌開始了在寶潔公司的plc作為一個由neil閣下麥 克爾羅伊著名的備忘錄的結果。品牌管理原則一個好的品牌名

35、稱應：受商標法保護。朗朗上口。容易被記住。容易被識別。在該品牌可以使用的范圍內很容易被翻譯成當地語言吸引眼球。引岀產品的優點（如：易關）提升公司或產品形象。競爭環境下區分產品的定位。有一個突岀的品牌集團。品牌的種類優質品牌經濟品牌個人品牌系列品牌 企業品牌的功能讓消費者對產品來源的鑒定，責任分配到產品制造商，風險減速 器，搜尋成本減速器，象征設備，質量信號。識別手段，以簡化處理 或追蹤，法律上保護獨特的功能，信號的質量水平，以滿足客戶的手 段，賦予獨特的團體，競爭優勢，經濟回報源代碼產品的手段。品牌架構由一個公司擁有相互關聯的不同的品牌是品牌架構。該公司支持 許多各有自己的名稱和表現形式不同的產品品牌，而公司本身仍然不 被消費者注意到。寶潔公司被許多人視為是一個具有創造很多產品品 牌，如汰漬，幫寶適，象牙和潘婷等有關的消費品牌例子。母體是依賴于品牌的產品品牌，如萬怡酒店（產品品牌酒店）（母品牌名稱）。認可品牌得益于其母體的地位，從而憑借一些市場推廣 母體的所有品牌廣告與品牌節省費用。第三種品牌架構模型是最通常被稱為“企業品牌”。而母品牌是所有產品的使用和攜帶這個名字，所有廣告用同一個聲音說話。這方 面的一個品牌架構很好的例了就是英國的維珍集團。品牌管理技術公司有時要減少他們的品牌，市場的數量。這個過程被稱為“品牌的合理化。” 一些公司往往比規模經濟創造更多的品