外文翻譯--中小企業(yè)品牌建設(shè)和管理探測研究

1、<p>　　畢業(yè)論文（設(shè)計）外文翻譯</p><p><b>　　一、外文原文</b></p><p><b>　　原文</b></p><p>　　SME brand building and management: an exploratory study</p><p>　　Bran

2、d management is an area where small- and medium-size enterprises (SME) studies have received little attention from researchers in spite of the fact that 95 to 99 percent of businesses are considered as SMEs world wide Al

3、though the literature on SMEs’ marketing is well developed , this work does not touch upon branding. Additionally, a large amount ofresearch has been carried out on branding in the context of the large firm only </p&g

4、t;<p>　　Owing to their resource limitations and the owner/manager’s powerful influence on decision making, small firms’ behaviors follow different patterns than their larger counterparts when dealing with marketin

5、g issues.Moreover, in the present global competitive environment, especially in regards to consumer goods marketing, brands provide a differentiating statement and a competitive advantage if used appropriately. It is thr

6、ough the development of a specific brand identity that a company makes a br</p><p>　　Manufacturing SMEs are also subjected to increased international competition and need to find opportunities in foreign mar

7、kets. There is evidence that a larger number of small businesses are expanding into foreign markets soon after their inception and they are mimicking large organizations’ (LOs) strategies in various fields.</p>&l

8、t;p>　　Given the scant literature on SMEs’ brand equity management and the inherent properties of these firms, the research question for this paper is:</p><p>　　RQ1. How do SMEs, which are characterized by

9、 limited resources and an owner/manager focused decision-making process, create their brand identity and manage their brand equity locally and internationally?To investigate the research question, a comparative overview

10、of the main concepts and practices in branding in LOs and SMEs are first presented. The methodology is then explained followed by an analysis of the interviews. The paper closes with a discussion about the implications o

11、f study findings</p><p>　　A strong brand can lead to several marketing advantages and increase companies’competitive strength. A strong brand generally refers to a brand having positive equity to the extent

12、 that consumers respond more favorably to marketing activities when the brand is identified, compared to when it is not.</p><p>　　Consumers’ personal identification with a brand is the ultimate differential

13、response to strong brands , leading to specific brand relationship through attitudinal attachment, loyalty, and consumers’ active engagement. This relationship is built through the meanings the brand projects, via favo

14、rable associations, to consumers who are open to its values and image . Differences in consumers’ brand knowledge influence their responses to marketing activities. Consequently, a successful brand-buil</p><p

15、>　　Large organizations (LO) have developed finely-crafted strategies to manage their brands on a local as well as global scale Branding is not a priority for SMEs. It is viewed as a reductive concept involving only th

16、e logo, the product, the service or the technology they sell.Recent empirical studies and conceptual papers have attempted to identify relevant factors and processes in SMEs,brand building and management. In the followin

17、g section these processes will be compared to the ones commonly fo</p><p>　　Brand identity. De Chernatony suggests that visionary management should be the starting-point to strategic brand building. Brand id

18、entity strategy guides brand decisions and warrants coherence of marketing actions through time , and should, in turn, be associated with specific and limited core values that are complementary to organizational values a

19、nd culture.</p><p>　　In SMEs entrepreneurs are the visionary individuals who are the focal points for brand building and identity creation . Krake stresses that there should be a clear link between the entre

20、preneur’s character and the brand as she is the personification of the brand.</p><p>　　Brand equity. High brand equity means that a product’s value is enhanced when it is associated with a brand name and the

21、 meanings attached to it.Brand equity sources include consumers’ awareness of the brand and strong,favorable and unique associations. The first step in creating brand equity is to develop a brand identity that is achieve

22、d through a unique set of associations that a firm aspires to create or maintain.The importance of brand associations is highlighted in several studies as assoc</p><p>　　It is suggested, however, that symbol

23、ic values are more sustainable in terms of differentiation than functional values.Furthermore, consumers derive beliefs not only from direct associations to the brand but also from secondary associations (such as the cou

24、ntry of origin of the brand, the company reputation, spokespersons personality or events), to the extent that these associations can be leveraged by the brand.</p><p>　　The development of brand equity in SME

25、s is also based on associations.These associations should not only be representative of consumers’ needs, as in LOs, but also of the entrepreneur’s personality. Entrepreneurs are the main conveyors of the brands’identity

26、, therefore, there should be a high degree of coherence between the personality they project and the brand associations that are evoked. Consequently, entrepreneurs need to cultivate their images to the same extent, if n

27、ot on the same scale, </p><p>　　It is also suggested that SMEs should choose no more than one or two product features to become the brand’s main associations . Moreover, it has been shown that, as in LOs, bo

28、th symbolic and functional values can be used as well as interdependency between the two.In SMEs, therefore, the associations are more closely linked to the entrepreneur instead of being fabricated from consumer research

29、 to fill latent needs, as it is the case in LOs.</p><p>　　The value of brand equity can only be assessed if it can be measured. Various methods have been developed to do so in LOs. Such is not the case in SM

30、Es as their internal systems are more collegial and less formalized. Krake states"There are no objective criteria for measuring the recognition of a brand in SMEs and absolutely none for measuring them in relation t

31、o each other”. Berthon et al. add that “measuring the effectiveness of past actions” is a differentiating factor between SMEs and LOs br</p><p>　　Brand strategies. Multinational corporations seem to follow t

32、he practice of having multiple brands in a single market.The depth of their branding strategy (nature and number of brands marketed) is the main aspect managers focus on when designing their optimal brand portfolio to ma

33、ximize market coverage and minimize brand overlap.</p><p>　　In their internationalization process, several strategies can be used by large companies: cultivate established local brands, use global concepts a

34、nd local adaptations, create new brands, purchase local brands and internationalize, or develop brand extensions. Whatever the strategy adopted, the brand portfolio of the company will be judged on its ability to maximiz

35、e brand equity. Therefore, the key to successful international branding lies in a well-orchestrated brand strategy that is reasonably</p><p>　　Marketing mix. For SMEs, as well as for LOs, consistency in comm

36、unication and coherence between organizational and brand values are the messages that are found in most studies (Krake, 2005; Keller, 1993; Madhavaram et al., 2005). LOs show increasing interest in standardized branding

37、leading to a standardization of marketing programs (Yip, 1997). They seem to compete more on brands than on products. Positioning is, therefore, a key element and relies heavily on selected communication strategies, <

38、/p><p>　　For LOs, integrated marketing communication is considered a critical component of the brand equity strategy. Effective communications are a good means to develop brand awareness and a positive brand im

39、age that will contribute to brand knowledge formation, and lead to the differentiated responses that constitute brand equity.According to Keller (1993), communications can lead to strong brand equity only if the brand id

40、entities are well integrated into the firm’s overall marketing programs, such a</p><p>　　In the few papers studying brand management in SMEs, the product was an integral part of the brand. Wong and Merrilees

41、 talked about brand “distinctiveness” and posited that this can be achieved through the development of “distinctive products/services or any other marketing activities (such as distribution)”. Born global SMEs generally

42、 lack the resources for intensive marketing and brand building and differentiate themselves through product innovation.</p><p>　　Other marketing aspects are creative marketing programs to support both brand

43、awareness and brand image: “Added value can be achieved through one or a number of activities, including product, packaging, delivery/distribution, sales, advertizing and customer service”</p><p>　　Product i

44、nnovation. In the sampled firms, several incremental as well as more radical innovations were based on the product itself to add value to the total offering. Laboratoires Asepta Monaco, for instance, added credibility to

45、 the brand and convenience to customers by focusing on particular foot problems (sore feet, dry feet,etc.) and offering both a wide and deep line of products to cure each condition. This supports Gilmore et al.’s (1999)

46、findings that demonstrate that small firms add valu</p><p>　　Other marketing innovations. The sampled firms are well aware of their capabilities and compete on their strengths rather than venturing in market

47、 spaces which may be too risky. Since their positioning is middle to high range, discounted pricing is not part of their marketing discourse, as it is for most SMEs. Instead, image, reputation and quality are some of the

48、ir differentiating factors.</p><p>　　In order to increase their overall efficiency and competitiveness while keeping the integrity of their positioning, the four firms implemented operational changes to redu

49、ce their costs. The most prominent change was the outsourcing or centralizing of their manufacturing processes to more efficient locations. The additional value of this strategy is the flexibility of the output whereby p

50、roduction can be increased more easily if needs be. These strategies are consistent with De Chernatony’s sugge</p><p>　　Three of the firms have well-developed web sites that support the positioning of the br

51、ands and the products. Cosmetic Laboratories does not have a web presence. The reasons given were that the high speed at which the products are changing as well as the number of products they distribute would make it too

52、 resource intensive, although they are aware that they lose visibility by not having a web presence.</p><p>　　This paper has investigated the creation of brand identity and the management of brand equity amo

53、ng SMEs, which are generally characterized by limited resources and an owner/manager focused decision-making process. Given the scant literature on brand management in SMEs, this paper contributes to the field by demonst

54、rating which strategies and tactics could be used by SMEs looking at self-financed growth through efficient brand management. This paper has also contributed to comparing and contrast</p><p>　　Source:Martine

55、 Spence,Leila Hamzaoui Essoussi.SME brand building and management:Telfer School of Management,[J].2008(12),P1037-1041</p><p><b>　　譯文：</b></p><p>　　中小企業(yè)品牌建設(shè)和管理：探測研究</p><p&g

56、t;　　盡管百分之95到百分之99的貿(mào)易來自于中小企業(yè)，盡管中小企業(yè)的營銷文化已經(jīng)被很好的發(fā)展，但是品牌管理仍舊是被中小企業(yè)忽視的一個區(qū)域，并沒有涉及到品牌的建設(shè)。此外，大量的數(shù)據(jù)顯示只有大型企業(yè)才會致力于品牌的建設(shè)和發(fā)展。</p><p>　　由于資源的限制和管理者的能力影響到了營銷決策，在處理營銷問題上，小企業(yè)總是更多的跟隨大企業(yè)的模式。此外，在目前全球競爭的大環(huán)境下，特別是在消費者商品市場，如果運用得當(dāng)，品

57、牌能夠帶來不同的體驗和競爭優(yōu)勢。企業(yè)通過制定一個詳細(xì)的品牌特征，建立品牌的特性，來向顧客傳遞它的與眾不同，給顧客留下一個積極向上的品牌印象。然而，研究表明，目前中小企業(yè)還是沒有將重點放在品牌的建設(shè)上。</p><p>　　制造類的中小企業(yè)同樣面臨著國際競爭壓力的上升，急需尋找機(jī)會來開發(fā)國外市場。證據(jù)表明大量的中小企業(yè)在產(chǎn)品被接受和在不同領(lǐng)域模仿其他大企業(yè)后，就急于將自己的產(chǎn)品投放到國際市場。</p>

58、<p>　　對于中小企業(yè)在品牌價值上的缺失和企業(yè)本身屬性的限制，本文研究的問題主要有以下：</p><p>　　研究問題1：對于那些中小企業(yè)來說，他們是如何通過有限的資源和管理者決策來建立他們的品牌識別，管理他們的品牌價值忠誠度和國際性的呢？通過調(diào)查和研究這個問題，大型企業(yè)和中小企業(yè)品牌概念和品牌實際操作性的全面比較第一次呈現(xiàn)在我們面前。緊接著這個觀點就被一次面談后的分析所證實。這篇文章細(xì)致的討論了管

59、理者和研究者在學(xué)習(xí)探究中的心得體會。</p><p>　　一個強(qiáng)大的品牌可以帶來很多市場競爭優(yōu)勢和提升企業(yè)的行業(yè)競爭力。相對于不被大眾識別的品牌來說，那些容易被識別的品牌通常是指該品牌對于那些喜歡做市場回饋的顧客帶來更好的品牌效應(yīng)的。</p><p>　　消費者對于品牌的個人感知是一個強(qiáng)大品牌最終的區(qū)別，通過對該品牌的依戀產(chǎn)生特殊的品牌關(guān)系，品牌忠誠度和謝消費者積極的訂購。這種關(guān)系是通過品

60、牌項目的含義，通過消費者偏好，和那些對該品牌價值和形象有共識的消費者建立聯(lián)系。不同的品牌觀念會影響消費者對于市場的反應(yīng)。因此，一個成功的品牌建設(shè)包括品牌形象的創(chuàng)建和發(fā)展以及對于品牌的有效管理。</p><p>　　大型企業(yè)無論是對于當(dāng)?shù)剡€是全球性質(zhì)的品牌管理和品牌發(fā)展戰(zhàn)略是不完全適用于中小企業(yè)的。它只是一個被簡化了的概念，包括他們所銷售的標(biāo)識，產(chǎn)品，服務(wù)或者技術(shù)。最近的實驗研究和學(xué)術(shù)文章嘗試著去鑒定中小企業(yè)在進(jìn)行

61、品牌管理和品牌建設(shè)中的影響因素。在下面的一部分中，這一過程將會和大企業(yè)的品牌建設(shè)戰(zhàn)略進(jìn)行比較。</p><p>　　品牌標(biāo)識：德.徹納東尼建議有遠(yuǎn)見的管理者應(yīng)該從一開始就制定出品牌建設(shè)的戰(zhàn)略。品牌標(biāo)識戰(zhàn)略可以使接下來的品牌定位和一些列的品牌營銷活動在時間上保持一致性，應(yīng)該企業(yè)的核心思想密切聯(lián)系起來，作為企業(yè)價值和文化的補(bǔ)充。</p><p>　　中小企業(yè)的企業(yè)家是對品牌建設(shè)和品牌標(biāo)識有遠(yuǎn)見

62、的人?？ɡ藦?qiáng)調(diào)企業(yè)家自身的特點必須和企業(yè)品牌有一個很清楚的聯(lián)系，就想她本身就是品牌的個性。</p><p>　　品牌價值：高價值的品牌意味著產(chǎn)品一旦和這個品牌聯(lián)系起來就會超越其本身的價值，并附加上了這個品牌的意義。品牌價值的來源包括消費者的品牌意識，品牌的知名度，偏好，和唯一性。創(chuàng)造品牌價值的第一步是提升品牌標(biāo)識，通過一個企業(yè)渴望創(chuàng)造和維持的獨立的團(tuán)體。品牌聯(lián)系的重要性顯著的體現(xiàn)在可以明確的影響消費者的選擇，偏

63、好和購買意圖。</p><p>　　然而有人建議，象征性的價值比功能上的價值更加難以分化出來。消費者的信任不僅來源于和品牌的直接聯(lián)系，也來源于次級聯(lián)系（例如品牌的來源國，企業(yè)聲望，代言人的個性或者其他事件）。在這個意義上，這些聯(lián)系是可以被品牌所衡量的。</p><p>　　中小企業(yè)的品牌價值提升也是以這些聯(lián)系為基礎(chǔ)的。在大型企業(yè)里，這些聯(lián)系不僅僅可以是消費者需求的代表，也可以是企業(yè)家本身的

64、性格特點。企業(yè)家是品牌價值的主要傳遞者。因此在他們所設(shè)計的品牌個性和由此所喚起的品牌聯(lián)系必須保持高度的一致性。所以，企業(yè)家必須培養(yǎng)出和他們的品牌形象一致的性格特點，如果不在同一個規(guī)模，就會像一個大企業(yè)的首席執(zhí)行官。</p><p>　　也有人建議，中小型企業(yè)需要選擇一個或者兩個產(chǎn)品的特點來作為品牌的主要聯(lián)系。此外，研究表明，在大型企業(yè)里，品牌的象征價值和使用價值是可以被聯(lián)系起來并且互相依賴的。因此，在中小型企業(yè)里

65、，這種聯(lián)系不同于大型企業(yè)里去搜尋填補(bǔ)潛在的顧客需求，而是更傾向于企業(yè)家本身。</p><p>　　只有在品牌價值可以被測量的情況下，它的價值才可以被評估。這個并不適合中小型企業(yè)，因為大型企業(yè)的內(nèi)部組織更加的學(xué)院化和正式化?？ɡ吮硎尽皼]有一個客觀的標(biāo)準(zhǔn)來衡量中小型企業(yè)的品牌認(rèn)知和沒有絕對的辦法來衡量他們之間的關(guān)系”。柏森和其他人補(bǔ)充道“可以測量過去活動的效績”是中小企業(yè)和大型企業(yè)在品牌管理上的區(qū)別因素。品牌戰(zhàn)略的

66、評估可能會成為中小型企業(yè)遇到的問題。</p><p>　　品牌戰(zhàn)略：跨國企業(yè)在實際操作中似乎總是遵循一個市場應(yīng)用多個品牌的的戰(zhàn)略。他們的品牌戰(zhàn)略深度（品牌的種類和數(shù)量）是他們的管理者將視線集中到品牌最優(yōu)組合來使市場占有率最大化和品牌重疊率最小化的重要方面。</p><p>　　在他們的國際化進(jìn)程中，大企業(yè)可以使用很多戰(zhàn)略：培養(yǎng)建立當(dāng)?shù)仄放疲\用國際概念來適應(yīng)當(dāng)?shù)仄放?，?chuàng)造新的品牌，購買當(dāng)?shù)?/p>

67、品牌和國際化路線或者進(jìn)行品牌延伸。無論采用哪種戰(zhàn)略，企業(yè)的品牌組合必須遵循企業(yè)對于品牌價值最大化的能力。因此，國際化品牌戰(zhàn)略成功的關(guān)鍵在于按照企業(yè)的內(nèi)涵和顧客認(rèn)知合理的安排品牌戰(zhàn)略，或者使用不同的品牌，但是協(xié)調(diào)他們的國際化戰(zhàn)略來使品牌在形象和定位競爭上最小化。</p><p>　　對于大型企業(yè)來說，在施行品牌戰(zhàn)略時，完整的市場交流是必須考慮的一個決定性部分。有效的交流是提升品牌意識和建立積極品牌形象的一個很好的方

68、式，這樣會幫助品牌形象的形成，構(gòu)成形成品牌價值的不同回應(yīng)。通過凱樂的研究，交流可以形成更強(qiáng)的品牌價值僅僅因為品牌價值使企業(yè)的全部營銷項目整合在了一起。例如產(chǎn)品，價格，廣告，促銷和渠道決策。那些擁有品牌價值傾向企業(yè)文化的企業(yè)可以更好的整合他們的市場交流。</p><p>　　在一些關(guān)于中小企業(yè)品牌管理的文件中，產(chǎn)品是一個品牌的完整部分。王和梅里斯討論了品牌“區(qū)別性”，他們假設(shè)這個可以通過提升“產(chǎn)品差別，服務(wù)差別，或

69、者其他營銷活動的差別（比如銷售渠道）”來獲得。出生于全球的中小企業(yè)一般都缺少加強(qiáng)市場，品牌建設(shè)和通過產(chǎn)品創(chuàng)新來區(qū)分他們的資源。</p><p>　　其他營銷方面是創(chuàng)造營銷項目來支持品牌意識和品牌形象：“附加價值可以通過一個或多個活動，包括產(chǎn)品，包裝，運送，渠道，銷售，廣告，售后服務(wù)來獲得”。</p><p>　　產(chǎn)品創(chuàng)新：在樣板企業(yè)里面，很多附加值比如根本的創(chuàng)新是基于產(chǎn)品本身來增加整體提供

70、的價值。在摩納哥的實驗表明，例如，通過為足部有問題的人（痛腳，干腳）提供方便來增加品牌的信譽(yù)，提供廣泛而深入的產(chǎn)品線來完成各種條件。吉摩爾和另外一些人發(fā)現(xiàn)小企業(yè)主要通過提供比競爭對手更多的產(chǎn)品來增加品牌價值。一些根據(jù)市場取向所進(jìn)行的品牌創(chuàng)新，比如設(shè)計和時尚業(yè)，這些企業(yè)不得不每年都搜集一個或兩個市場信息。出去這些需要以外，更多的基本需求目標(biāo)都是為企業(yè)建立市場。在世界上合乎標(biāo)準(zhǔn)的產(chǎn)品一般都是高效生產(chǎn)的。涉及到時尚的企業(yè)有時候可能不是以盈利為

71、目的的。</p><p>　　其他的市場創(chuàng)新：樣板企業(yè)都十分清楚自己的能力和競爭優(yōu)勢，利用他們的優(yōu)勢競爭可能比投放市場的風(fēng)險要小的多。因為他們定位在中端市場，打折并不是他們市場策略的一部分，這個策略大多數(shù)是適應(yīng)于中小企業(yè)的。品牌形象，企業(yè)聲望，產(chǎn)品質(zhì)量是他們區(qū)別于中小企業(yè)的一些因素。</p><p>　　當(dāng)他們進(jìn)行完整的品牌定位時，為了提高他們的整天效率和競爭力，他們應(yīng)用操作上的改變來縮減

72、他們的成本。最顯著的改變是外包或者集中生產(chǎn)力量到當(dāng)效率更高的地方。這個策略的附加值是使生產(chǎn)的產(chǎn)品更快更有彈性當(dāng)他們需要的時候。這個策略始終如一的貫穿在德.徹納東尼對于企業(yè)內(nèi)部生產(chǎn)能力提升來支持品牌本質(zhì)的理念中。由于資源的限制，這些企業(yè)用目標(biāo)媒體來和他們目標(biāo)客戶的特點結(jié)合在一起。</p><p>　　這三個企業(yè)很好的利用了網(wǎng)站的發(fā)展來支持品牌和產(chǎn)品的定位。而化妝品行業(yè)則沒有網(wǎng)站的支持，原因是產(chǎn)品變化的高速發(fā)展和銷售

73、渠道的產(chǎn)品數(shù)量可能使制造化妝品的資源緊缺。即使他們意識到不用網(wǎng)站可能會失去提升企業(yè)知名度的機(jī)會。</p><p>　　這篇文章調(diào)查研究了中小企業(yè)中品牌標(biāo)識的創(chuàng)造和品牌價值的管理，這些中小企業(yè)一般受資源的限制和管理者對于市場決策能力的限制。由于中小企業(yè)在品牌管理能力上的缺乏，這篇文章主要闡述了中小企業(yè)有能力運用合理的策略，通過有效的品牌管理自籌資金。這篇文章同樣對中小企業(yè)和大型企業(yè)的品牌管理進(jìn)行了比較和對比。<