品牌营销战略参考文献和英文文献翻译
品牌营销策略外文文献
品牌营销策略外文文献Brand Marketing StrategyIntroductionBrand marketing is a crucial aspect of any business strategy as it helps create awareness, build loyalty, and differentiate a company's products or services from its competitors. This paper aims to discuss various brand marketing strategies and their importance in the global market.Importance of Brand MarketingBrand marketing plays a vital role in creating a positive perception of a brand in consumers' minds. It helps build trust, credibility, and loyalty among customers, leading to repeat purchases and brand advocacy. A strong brand also allows a company to command premium prices for its products or services and gives it a competitive advantage in the market.Brand Positioning StrategyBrand positioning is a crucial step in brand marketing strategy as it determines how a brand should be perceived in the market. It involves identifying the target audience, understanding their needs and preferences, and positioning the brand in a way that resonates with them. This can be achieved through effective communication, advertising, and branding activities.Brand Differentiation StrategyBrand differentiation is an essential aspect of brand marketing, especially in highly competitive markets. It involves highlighting the unique features, benefits, or values of a brand that set it apart from its competitors. This can be done through product innovation, superior quality, excellent customer service, or a unique brand personality.Brand Extension StrategyBrand extension is a strategy where a company uses its established brand name to launch new products or enter new markets. This strategy leverages the existing brand equity to gain a competitive advantage and reduce the risk associated with introducing new products or entering new markets. However, it is important to ensure that the brand extension aligns with the brand's core values and does not dilute its equity.Digital Marketing StrategyWith the advent of the internet and social media, digital marketing has become an integral part of brand marketing strategy. It helps businesses reach a wider audience, engage with customers in real-time, and build an online brand presence. Digital marketing activities include search engine optimization (SEO), social media marketing, content marketing, influencer marketing, email marketing, and paid advertising.Customer Relationship Management StrategyBuilding strong relationships with customers is essential for long-term success and brand loyalty. Customer relationship management (CRM) strategy involves collecting and analyzing customer data to understand their preferences, needs, and behaviors. This information can then be used to personalize marketing communications, offer tailored products or services, and provide excellent customer service.ConclusionIn conclusion, brand marketing plays a crucial role in the global market as it helps create awareness, build loyalty, and differentiate a brand from its competitors. Various brand marketing strategies, such as brand positioning, differentiation, extension, digital marketing, and customer relationship management, can be used to achieve these objectives. It is essential for businesses to continuously evaluate and adapt their brand marketing strategies to stay competitive and meet evolving customer preferences.。
品牌营销战略参考文献和英文文献翻译
品牌营销战略参考文献和英文文献翻译目录外文文献翻译……………………………………………………………………….………… 1 摘要…………………………………………………………………………….……………… 1 1. 品牌战略内涵与其功能意义…………………………………………..….….….………2 2. 我国企业品牌发展概况………………………………………………….….…...……．…3 2.1 国内品牌与国外品牌相比存在着很大的差距……………………….….…………3 2.2 品牌发展缺乏整体规划 (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择………………………………………………………….……．……..6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力………………………….….…6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚 (6)3.3 遵循品牌设计规律注重品牌形象……………………………………………....…7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations ofthe functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy exist. BrandMistakes …………………………………..……….14 3strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve thecompetitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to参考文献 1 年小brand competition (17)山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎.品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄:河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M .杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. TheProfitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，MarketersDiscover What Quality Pearly MeanM . Business Marketin61987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
品牌营销策略外文翻译文献
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Brand Strategy ResearchKapferer,J.HEconomic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means ofcompetition to increase brand awarenss, improve brand positioning, an create a good brand image.First, Japanese brands across the board defeat.November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance.Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。
奢侈品品牌企业国际化营销外文文献翻译译文3000多字
奢侈品品牌企业国际化营销外文文献翻译译文3000多字XXX luxury firms in China。
with a focus on the role of design and marketing capabilities。
Before delving into the specifics。
the author provides a brief overview of XXX.2.Luxury market in China: current state and future prospectsThe luxury market in China has XXX。
XXX and services in the future。
The author highlights the importance of understanding the unique characteristics of the Chinese market and XXX.3.XXXXXX in China。
The author argues that firms with strong design XXX.4.XXXXXX in China。
The author emphasizes the XXX Chinese consumers and their preferences。
as well as building strong XXX.5.Case XXXXXX the Chinese market through effective design and XXX.6.n: the XXXIn n。
the author emphasizes the critical role of design and XXX in the Chinese market。
XXX.Emerging markets are known for their high level of entrepreneurship。
品牌营销策略外文翻译参考文献
品牌营销策略外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)翻译：个性、顾客品牌偏好和品牌社群：关于顾客、品牌和品牌社群的实证研究1 引言目前，学术界有关品牌社群的研究非常多，如苹果电脑Mac、哈雷摩托车和大众汽车的高性能两箱小车Golf GTI品牌社群的研究，还有乐于购买科幻小说的社群。
这些研究都证实了学术界对品牌社群有着巨大兴趣，应用到营销类的文献并论证了它们之间实际的相关性。
品牌社群是指“一种专门的、不受地理区域限制的社群，它建立在使用某品牌的消费者之间一整套社会关系的基础上”。
研究表明，品牌社群可以影响社员的感知和行为，并且它作为谈论品牌的场所，是想法和创新的来源。
品牌社群内的顾客会相互影响彼此，同时通过人际交流的过程，他们进而可以影响其他顾客。
最重要的是，顾客与中心品牌的关系的塑造和深化根本上受品牌社群成员之间的社交的影响。
品牌社群与市场营销经理有密切关系至少有三个原因。
第一，它们是市场信息的重要来源。
通常，社群成员拥有大量的产品知识，他们不仅讨论新产品的介绍、产品的功能和市场营销活动，而且他们甚至会对新产品的发展有好点子；第二，品牌社群通常被认为可以实施特定的营销策略的截然不同的细分市场；第三，品牌社群在培养品牌关系方面有着重要作用，因为品牌社群成员有着很强的品牌承诺和品牌忠诚。
尽管品牌社群的形成机理和作用的研究已经很有一定深度，但是对于个人层面的品牌参与动机的理解还不够充足。
品牌社群之中有三种主要的关系影响着顾客的行为：顾客与品牌、顾客与顾客和顾客与社群之间的关系。
在最新的研究中，我们关注其中的两种关系：顾客与品牌之间的关系（特别是顾客的产品依恋）和顾客与社群之间的关系（特别是社员对品牌社群的认同）。
在接下来的文献回顾中，我们大概地讨论了顾客与品牌的关系，特别是在品牌社群的环境下。
之后，我们回顾了第二种关系（在顾客与社群自身之间）方面的文献。
接着，本文进行了实证研究，并结合数据分析。
营销策略业务英文文献及翻译
营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。
品牌营销文献翻译
Brand internationalization strategy beyond thestandardization/adaptation dichotomy. (fragment)Nabil GHANTOUSGREFI- Université Paul CézanneAix-Marseille III, France.ghantousnabil@19 Bd Emile ZOLA13100- Aix En Provence- France.0033 6 72 07 04 51presented at the Thought Leaders International Conference on Brand Management, 15-16th April 2008, Birmingham- UK.** The author would like to thank Pr. Jean PHILIPPE for his valuable comments on earlier versions of this paper.Brand internationalization strategy beyond thestandardization/adaptation dichotomy.AbstractThe standardization vs. adaptation choice of international brands should no longer be seen as dogmatic nor as a rigid dichotomy. Instead, it should be regarded as a combination of these two options, depending on contingent factors at a given time on a given market. Building on a review of the different visions of consumers’ culture, we present a modelling of the intermediate solutions combining both elements of standardization and adaptation, and that is better suited today for demand and supply driven considerations. Thus, we first delimitate the questions that need to be considered when formulating the international marketing strategy and mix, and then we present a simplified framework of two dimensions, products’ global vocation and demand’s global homogeneity, leading to a matrix of four strategic options for international branding.Keywords: international branding, standardization/adaptation, internationalization matrix,co nsumers’ culture.Brand internationalization strategy beyond the standardization/adaptation dichotomy.While globalization and the culturescapes it is shaping (Appadurai 1990) intensify, multinational corporations face important challenges in their international marketing efforts, especially concerning the management of their brands. In fact, taking its brand on an international level offers great opportunities both for the survival of the firm and its expansion (Melewar and Walker 2003), but at the same time confronts it with different options concerning its strategic and operational marketing decisions.There is no consensus today in the international marketing literature on a unique terminology for international brands (Hsieh 2002, Medina and Duffy 1998). Nevertheless, despite agrowing number of terms used in this domain (e.g. local brands, global, post-global, foreign, multi-domestic…), it is most common to oppose the global brand, that standardizes its marketing across its different markets, to the local brand that adapts its marketing to cultural and socio-economic settings (e.g. Aaker and Joachimsthaler 1999, Kapferer 2005, Van Raaij 1997). This criterion reflects the importance of the standardization vs. adaptation question in international branding, often considered as one of the major research and managerial problems (Prime and Usunier 2003).However, many researchers consider this opposition between the global and the local brand as a rigid dichotomy (Buzzell 1968, Russell and Valenzuela 2005, Svensson 2002), and propose to replace it with a more realistic brand internationalization continuum (e.g. de Chernatony, Halliburton and Bernath 1995, Hsieh and Lindridge 2005, Papavassiliou and Stathakopoulos 1997). For instance, Schuiling and Kapferer (2004) consider a third option between these two extremes, the international brand, which standardizes only a part of its marketing strategy and tactics.The object of this article is thus twofold. First, building on the capital importance of consumer’s cultu re for branding, we review the literature to present the social and cultural underpinnings of each of these three branding options. Then, in the second section, we present a simplified framework delimitating both the strategic questions brand managers face and the solutions they could consider when choosing the internationalization strategy of their brands. Finally we conclude by presenting the limitations of our work and future research orientations.Social and cultural underpinnings of international branding strategy:The question of whether to standardize or to adapt the international marketing has received great attention during the last forty years, both options presenting positive arguments as well as serious limitations. In this framework, economies of scale are and by far the main advantage of global brands (e.g. Aaker et al. 1999, Barron and Hollingshead 2004, Buzzell 1968, de Chernatony et al. 1995, Douglas, Craig et Nijssen 2001, Kapferer 2005, Levitt 1983, Melewar et al. 2003, Papavassiliou et al. 1997, Schuiling et al. 2004, Quelch 1999). In fact, as global brands standardize their marketing strategy and mix, this generates important cost savings in many areas of their marketing (e.g. R&D, promotion), thus allowing the brand to poor more investments into its marketing actions and/or to have more competitive prices than its local competitors. Furthermore, with distribution channels going global, global brands seem to have much better bargaining power than local ones (Barron et al. 2004, de Chernatony et al. 1995). Important international brand equity also allows these brands to better conquer new markets (Douglas et al. 2001), launch new products (Schuiling et al. 2004) and brand extensions (Quelch 1999).While these important advantages of global brands are mostly on the supply side (de Chernatony et al. 1995), global standardization can also be a source of added value for consumers. In fact, standardizing marketing strategy and mix can assure a strong, unique and consistent brand image across markets (Melewar et al. 2003, Schuiling et al. 2004). Thus, Johansson and Ronkainen (2005) found that global brands are associated with greater esteem, while Steenkamp, Batra and Alden (2003) found that brand globalization positively impacts perceived quality and brand prestige. Alden, Steenkamp and Batra (1999) explain this better perception by consumers’ feeling of belonging to a superior, more prestigious segment when consuming global brands. Nevertheless, this added value for consumers is minor when considering the demand side of the standardization/adaptation issue, where culturaldifferences are still the main barrier to global branding.In fact, even in the globalization era, cultural differences are still important today and widely impact consumers’ behaviour. In a general way, Hofstede (1980) uses the terms of “mental programming” to emphasise the importance of culture on people’s general behaviour, even though he recognizes the role of individual personality and refutes cultural determinism. On a more specific ground, concerning consumption issues, Cleveland and Laroche (2007, p.250) note that, “more than any other factor, culture is the prime determinant of consumers’attitudes, behaviours and lifestyles, and therefore, they need satisfy through the acquisition and use of goods and services”. Thus, a standardized approach on a global scale may not be appropriate, since consumers reinterpret the brand’s marketing actionsaccording to their cultural backgrounds and lenses, in such a way that the brand perception by the consumers often diverges from the brand expression sent by the firm (Van Gelder 2004). Therefore, local brands’ proximity to local culture allows them to build better relations withtheir consumers and to better respond to their needs; therefore this proximity is one of theirmost important assets (Schuiling et al. 2004).Nevertheless, a global brand vision is not necessarily in conflict with the respect of consumers’ culture. On the contrary, in his seminal paper on the globalization of market s,Levitt (1983) considers that the economies of scale and scope that a global brand must seek inits standardization process can finally be achieved because of the convergence of consumers across markets. Thus, he builds on consumers’ culture and uses it as the main argument for brand standardization. According to Levitt (1983), technology is the most powerful determinant of human preferences. Indeed, by “proletarianizing” tourism, transport and communication, it participates in the convergence of cultures on a global scale, and more precisely of consumers’ tastes and desires. Therefore, these tastes and desires are homogenized in a new world culture mainly characterised by modernity, where cultural differences are no more than “vestiges of the past” (Levit t 1983). Building on this new homogeneous consumer culture, brand globalization becomes at the same time the most suited response to consumers’ demand as well as the most competitive option from the supply side.译文：超越标准化/适应性二分法的品牌国际化战略*发表于品牌管理领袖的国际研讨会，第15-16次会议，2008年4月,英国伯明翰-。
奢侈品品牌企业国际化营销外文文献翻译译文3000多字
文献出处：Maria E, et al. Internationalization strategies of luxury firms in China: the role of design and marketing capabilities[J]. Dipartimento di Scienze Economiche" Marco Fanno", 2013，15（6）：35-41.外文原文Internationalization strategies of luxury firms in China:the role of design and marketing capabilitiesMaria E1. Business internationalization in emerging markets: theoretical premisesEmerging markets are characterized by high level of entrepreneurship, where scholars observed the rise of a new wave of firms able to affirm their business proposal at the international levels. Those “emerging giants” as defined by Khanna and Palepu (2006) are firms born and developed in the specific institutional context of the emerging markets that are able to compete globally. Compared to Western countries, such firms benefit from a higher knowledge about the structural characteristics of the emerging markets in which they are based and can capitalize on them to define their value propositions. EMs have been described in fact as very different from the traditional advanced markets due to their peculiar institutional, cultural as well as consumer behavior characteristics. Moreover, they also show internal differences and therefore a product, process or organizational solution developed for one country may not necessarily be replicated in another one. Hence, firms interested in addressing those markets have to cope with high uncertainty that requires a proactive firm‟s approach toward internationalization and dynamic capabilities to face a dynamic competitive environment (Teece et al., 1997). Furthermore, the complexity of these EMs is increased by the high geographical, cultural and institutional distance of these areas from the domestic markets, where Western companies are used to operate (Meyer et al., 2009). Hence, the marked differences between EMs and advanced economies often force Western firms todevelop new strategies and capabilities (Arnold and Quelch, 1998).2. Firm‟s capabilities and international ization strategies of luxury firms: open issues in ChinaResearch focused on luxury brands (e.g. Fionda and Moore, 2009) has in fact specifically highlighted how it is important for luxury firm‟s performance to develop an integrated global brand identity, by leveraging on communication and retail to reinforce the message. On the one hand luxury firms invest in creating customer experience during the product use and in the purchasing process. On the other hand, customers collaborate to co-create the meanings related to brands (Tynan et al., 2010). The role of design in nurturing the exclusivity and experience for luxury products is specifically important (e.g. Ravasi and Lojacono, 2005).From an internationalization point of view, Swan et al. 2005 showed that robust design capabilities can sustain the development of global products, not only from a technological or functional, but also aesthetical perspective (global brands). As a fundamental element of design and marketing, aesthetic is able to differentiate the product and to create intangible value for customers. According to Swan et al. (2005) research, firm‟s robust aesthetic capabilities are not negatively correlated with speed-to-market in high-uncertainty environments, such as those characterizing emerging markets. Nevertheless, the firm with robust design capabilities is more ready to eventually balance the trade-off between standardization and adaptation (flexible products tailed also for smaller customer niches).Moore et al. (2010) analyzed internationalization strategies of 12 luxury companies by focusing on flagship stores as a market entry method. Luxury companies conceive international flagship stores differently from other stores in terms of scale, design, location, set-up and operating costs: flagship stores represent the brand identity and the world proposed by the company and the locations are selected not only to generate turnover, but also for prestigious goals. While the international sale networks has managed also through department stores and boutiques, luxury companies have to enter into new markets through direct investments for strategic reasons (Moore et al., 2010). Shanghai and Beijing are mentioned among the most important locations in emerging markets.First studies on luxury in China (e.g. Saviolo, 2006) have pointed out how luxury firmsapproached the Chinese. Firms such as Louis Vuitton or ErmenegildoZegna that invested inChina at the beginning of the …90s has settled the trends for other luxury companies, i.e. building the brand through localization. However, recent studies have depicted the growing internal variety of the Chinese luxury market, where Chinese customers approach luxury products with very different attitudes. According to Zhan and He (2011) China‟s luxury consumption is about 25% of the global share, transforming China in the second market for global luxury products, after Japan. More important, not only the upper class but also China‟s middle-class consumers are becoming important targets for luxury. In his book on Chinese luxury consumer behavior, Xiao Lu (2008) identified four segments of customers based on psychographic segmentation approach (luxury intellectuals, lovers, followers and laggards).According to this research it emerges how it is fragmented and dynamic also the luxury niche, usually approached by firms through a global approach as stated before. Moreover, we can observe also the rise of Chinese offering in the luxury market, such as in the case of the company Shanghai Tang – founded in 1994 by David tang and acquired in 1998 by Richmont, the Swiss luxury group – aiming at rejuvenate the Chinese fashion.On the one hand, design and marketing capabilities are crucial for luxury markets, but on the other hand they are also relevant for approaching emerging markets. Coupling those perspectives, in the case of dynamic and uncertain markets such as China, the firm has to develop dynamic capabilities (Teece et al., 1997) to approach those markets and the need of adaptation of the marketing variables (i.e. products) can involve also global luxury firms.In our view robust design and marketing capabilities of a luxury firm positively influence the performance in the Chinese market and may offer the opportunity for an adaptation of the global strategy at the national – Chinese – level even in the case of luxury offering.3. Entering and managing the luxury Chinese market: the Bisazza case studyIn order to confirm this position we explore the role of design and marketing capabilities though the analysis of the case study of an Italian company – Bisazza – specializing in luxury home products.Founded in 1956 in a small town in the Vicenza province (Alte – Montecchio Maggiore, inthe North East part of Italy), Bisazza is now a global leader in the production of glass mosaic and high-quality covering for private and public buildings. Bisazza distinguishes itself because of its orientation to the culture of design-based products and its international vocation, by transforming its products into luxury ones (Di Maria and Paiola, 2012).Bisazza strategy is oriented to position its offering on fashion and luxury, through an upgrading process that involve design and culture as key assets of the new brand strategy. Bisazza, in fact, developed collaboration with an international network of designers that reinvent the product, followed by a direct investment in internal design competences with the Bisazza Design Studio. Based on the mix of aesthetics, distribution and interaction with opinion leaders, as well as co-marketing, Bisazza wants to offer a memorable experience totheir customers, interested in buying an atmosphere and quality of living instead of a simple product. Bisazza invested in commercial sales networks, also participating in the most famous design fairs.The Chinese market is particularly interesting for Bisazza not only because of its growth of demand for luxury products, but also for cultural reasons. Compared to other luxury products, there is a long tradition of mosaic in China for building covering and Bizazza has been favoured from this point of view. Hence, Bisazza did not face particular problems related to the cultural distance that may affect other Western products in emerging markets. Even if there are Chinese mosaic producers, they offer cheaper products not conceived for luxury and hence Bisazza did not face intense competition in its target market.However, this process of selection has faced higher difficulties compared to other foreign markets Bisazza was used to address. At the beginning local dealers were contacted through Bisazza‟s fair participation and market research of Bisazza area managers. Despite this initial effort, only through a targeted communication strategy oriented to present the product characteristics and peculiarities Bisazza was able to skim within possible dealers. In fact, interested Chinese dealers reacted to communication inputs by offering their collaboration to Bisazza and signal their intention to distribute such a luxury product in the Chinese market.Bisazza have in fact heavily invested in communicating the Made-in-Italy origin of the product, by leveraging the country-of-origin positive effect that Italy has in the Chinese market and worldwide (Aiello et al., 2009). Marketing effort was addressed to augment the visibility of the brand through the management of relationships with key opinion leaders and influences in the Chinese market based in selected cities. In few years Bisazza has been able to increase its market share in China, by controlling directly the distribution channel (stores located in Chinese first and second-tier cities).Initially, the Chinese customers have accepted the Bisazza product, offered as in other countries, since they appreciate its innovativeness as design-driven mosaic product (not just covering, but also a way to create experience in luxury home). After a first period of market expansion based on communication of global brand and direct sales management, Bisazza perceived the need to change its offering in order to cope with the opportunities of the Chinese market. While on the one hand, Bisazza had in its product portfolio a mosaic inspired to China (“China Birds”) before its entrance into China, on the other hand, the company perceived new market chances interacting with Chinese designers and local architects for specific projects. By leveraging on its design capabilities Bisazza started to develop tailored offering conceived for the Chinese market, in addition to the standard collection “prêt-àporter”.4. Implications and future researchThe Bisazza case study shows how the peculiarities of the Chinese market can shape the internationalization strategy of luxury companies. On the one hand, by leveraging on its marketing capabilities related to communication and distribution management Bisazza has been able to rapidly enter into the Chinese market and modify the customers‟ perception of the product. On the other hand, the robust design capabilities of the firm – in terms of Bisazza design studio as well as its experience to manage international networks of designers (and projects) –support the company in exploiting new opportunities offered by the Chinese market. Based on the interaction with Chinese designers Bisazza understood the potentialities of offering bespoke products to Chinese customers, overcoming the global approach proposedin other international markets.In our study those two sets of capabilities emerge as important in order to balance the advantages of global strategy in the luxury industry with the adaptation to the Chinese peculiarities as emerging market. Firms with robust design capabilities – in terms of internal competences and design network management –can face specific requests related to emerging markets.At the same time, firm‟s capabilities to launch and manage global brands support firm‟s entrance in difficult markets such as the Chinese one. However, this process of adaptation requires dynamic capabilities since it has to be managed by maintaining the coherence with the company‟s global brand identity – as one of the assets of luxury companies. Limits of this study relate to the initial stage of our empirical analysis, based on a single case study presented. Further research should explore multiple case studies and compare different industry specialization to consider the trade-off between global strategies and adaptations in the Chinese market for global companies.译文奢侈品企业国际化营销战略玛利亚1新兴市场中的国际化经营: 理论前提新兴市场的特点之一就是高水平的企业家精神，专家学者们都观察到了新一波公司的崛起，这些公司的商业计划书都能达到国际水平。
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品牌营销战略参考文献和英文文献翻译目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6)3.3 遵循品牌设计规律注重品牌形象..........................................................7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations of the functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy existMistakes …………………………………..……….14 3. Brand strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve the competitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to brand competition ……………..…..17 参考文献1 年小山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎. 品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3 梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄: 河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M . 杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. The Profitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，Marketers Discover What Quality Pearly MeanM . Business Marketin6 1987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。
在分析我国企业营销品牌战略发展状况的基础上认为提高品牌意识搞好品牌定位塑造良好品牌形象综合运用多种竞争手段是企业品牌营销的必然选择。
关键词：品牌战略企业品牌策略品牌定位1. 品牌战略内涵与其功能意义所谓品牌战略是指企业通过创立市场良好品牌形象提升产品知名度并以知名度来开拓市场吸引顾客扩大市场占有率取得丰厚利润回报培养忠诚品牌消费者的一种战略选择。
品牌战略是现代企业市场营销的核心。
从品牌战略的功能来看一个品牌不仅仅是一个产品的标志更多的是产品的质量、性能、满足消费者效用的可靠程度的综合体现。
它凝结着企业的科学管理、市场信誉、追求完美的精神文化内涵决定和影响着产品市场结构与服务定位。
因此发挥品牌的市场影响力带给消费者信心给予消费者以物质和精神的享受正是品牌战略的基本功能所在。
实践证明良好品牌往往能给人以特别印象在同等质量下可以索取较高价格。
有些兯司拥有良好的品牌甚至还可以在不同国家逆周期、反季节制造产品从而使成本与收益流量畅通1 。
经济全球化背景下国际竞争越来越表现为品牌的竞争现代跨国兯司绝大多数都是世界知名品牌兯司尤其注重品牌战略的运用通过品牌这种全方位的输出形态跨国兯司逐步占领了国际市场可以毫不夸张地说而今品牌已是跨国兯司市场选择的唯一要素。
第二，监督和保证产品价值品牌是一个集合概念它包括产品质量、形象、技术、功能、效用等诸多内容。
创造一个广受消费者欢迎的品牌产品需要日积月累的努力和长期的品质、价值保证。
第三，实现规模经济效益品牌成长带动了企业产品价格上扬需求增加有利于企业扩大再生产增加规模经济收益。
第四，保证企业不断壮大和持续发展许多跨国兯司认为成功品牌的价值不仅在于它们能够保证将来的收入增加顾客对兯司产品的需求更在于企业出现危机时能给他们予以支持确保企业长期发展。
2. 我国企业品牌发展概况市场开放以来外商、外资大量涌入在给我国企业和市场注入了新鲜血液和活力的同时也为我国企业带来了前所未有的竞争压力。
受传统观念和落后经营方式的影响我国企业在品牌竞争意识方面普遍不强因此吃了不少苦头。
一些企业为此丢了市场一些企业因为品牌保护力度不够被挤出了市场还有些企业良好知名品牌被国外企业恶性抢注从此一蹶不振在品牌竞争中处处处于被动地位。
反观国外企业它们大多以品牌为先锋以雄厚资本和先进技术为后盾不惜一切代价抢占东道国市场将产品和服务充斥在东道国市场每一角落。
一般而言国际知名品牌主要集中在报酬率高市场容量大的汽车、家用电器、日用化工、饮料、药品、电信等行业。
在我国只要一提到索尼、松下、飞利浦、摩托罗拉、诺基亚、西门子、奔驰、通用、可口可乐、百威、宝洁等国际知名品牌相信每一位国人都不会陌生这或许是一种生活品质的改变但更多的恐怕是对本国品牌的无奈。
残酷的市场竞争事实教育了我国企业的商品经营者也警醒了企业的品牌意识。
最近几年来我国企业在培养品牌竞争力方面投入了一定的人力物力与财力关注也取得了一定的骄人成绩形成了一批如长虹、海信、TCL 、海尔、格兰仕、联想等颇有世界影响力的知名品牌。
甚至在整个社会层面上连普通的民营企业主、个体商贩也懂得了要进行商标注册要进行品牌宣传。
形势虽然喜人情况却依然不容乐观从品牌战略发展的高度来看我国企业还存在着诸多问题: 2.1 国内品牌与国外品牌相比存在着很大的差距这种差距反映在国内品牌的数量、质量、规模、影响力方面和品牌成长环境方面包括法规、管理、规划、战略实施以及品牌理论的深入和品牌观念的普及方面都还处于起步阶段。
以中外企业品牌对抗为例国外企业知名品牌在中国市场上长驱直入占据大半河山市场占有率每年以10 左右的速度递增3 。
国内企业知名品牌则寥寥无几市场不兴前景堪忧国外企业品牌成长已经上升到了知识产权保护的高度国内企业品牌却还在与假冒伪劣产品纠缠不清国外企业靠经营和技术树立品牌国内企业靠宣传和命名树立品牌国外企业早已转向开发品牌内在价值强调品牌的产品扩散效应和产业组织聚合效应以获取更高的溢价收益和稳定收益。
国内企业却还停留在品牌外在标记形象上认识品牌作用将品牌仅仅看作是产品的附属和象征而已国外企业对知名品品牌营销战略参考文献和英文文献翻译牌的巩固是以保护产品质量和声誉为观念。
国内企业反以满足无形资产评估坐享其成为观念。
如此种种均将表明我国企业品牌发展的道路必将是路漫漫其修远兮尚需上下而求索。
2.2 品牌发展缺乏整体规划成功的品牌形象塑造绝不是品牌战略自身的事情它要涉及到企业经营管理的所有重大战略决策诸如产品质量、技术开发、经营规模、品牌设计、广告策划、市场营销、人才战略设计等各个方面。