外文翻譯--品牌熱情的起因與效果

1、<p>　　Brand passion: Antecedents and consequences</p><p>　　作者：Noel Albert, Dwight Merunka, Pierre Valette-Florence</p><p><b>　　國籍：France</b></p><p>　　出處：Journal of

2、Business Research, 66(2013) 904-909.</p><p>　　原文正文：Franchise systems account for more than one-third of all 17,s. retail sales. And it is forecast that by 2005, they will account for nearly hulf of U.S. reta

3、il sales. There are approximately 6,000 franchise systems</p><p>　　worldwide, and many new systems are being established every year. But prospective franchisers need to take care to evaluate whether they sho

4、uld expand their business by franchising or by opening company-owned outlets.</p><p>　　Franchise systems are commonly classified into two types: (1) product-name and (2) business format. In product-name syst

5、ems, the franchisee serves as an authorized distributor of a product for a manufacturer, such as GM car dealers,or a wholesaler, such as Coca-Cola bottlers.In business format franchising. which deals primarily with servi

6、ce firms. the franchiser provides the franchisee with a trademark. operating guidance,and a specific format for running a service business. Examples include McD</p><p>　　Most of the growth in franchising in

7、recent years has come from business format franchise systems. The explosive growth in the service</p><p>　　sector of the economy bodes well for this area. It is estimated that U.S. sales from business format

8、 franchise systems will reach $1.3 trillion by 2010. Focusing on business format franchises, this article discusses the whys and wherefores of franchising, and outlines the options available to entrepreneurs and managers

9、 who are considering setting up a franchise system.</p><p>　　WHY DO COMPANIES FRANCHISE?</p><p>　　Much has been written about how entrepreneurs can benefit from becoming franchisees, how they sh

10、ould choose a franchise system, and how they should manage their franchise business. Relatively less,however, has been written about issues concerning prospective franchisers-entrepreneurial firms and managers of establi

11、shed companies who are considering the franchise option. We shall describe the benefits that motivate firms to franchise and illustrate how product-market char acteristics shape these </p><p>　　Benefits of F

12、ranchising </p><p>　　Prospective franchisers can better assess the suitabilityof this option if they understand the benefits that motivate firms to franchise. In other words, they must ask what advantages th

13、ey can derive from operating franchised stores versus operating company-owned stores.</p><p>　　Resource Constraints. Firms often franchise because they cannot readily raise the capital required to sat up com

14、pany-owned stores. John 1’. Brown. former president of Kentucky Fried Chicken, maintained that it would have cost KFC $4 j0 million to establish its first 2,700 stores-a</p><p>　　sum that was not available t

15、o the corporation in its initial strlges. It is interesting to note that even though KFC can now readily raise capital through traditional commercial means, it still continues to franchise.</p><p>　　On the o

16、ther hand, a firm seeking growth may be able to raise capital, but it may lack the managerial resources required to set up a network</p><p>　　of company-owned stores. Recruiting and training managers account

17、s for a significant percentage of the cost of growth of a firm. Franchisees</p><p>　　supply labor and capital together; often the joint cost of both labor and capital to the franchisor is lower than what it

18、would be if the two inputs were procured separately. This hybrid nature of franchising enables firms to overcome the managerial resources and capital constraint</p><p>　　problems simultaneously.</p>&

19、lt;p>　　Specialization/Functional Benefits. Franchising also provides an effective way to trade off certain functions and thereby minimize production costs. In general, franchisers are more cost efficient than franchis

20、ees in performing functions that decrease in cost with a substantial level ofoutput. And franchisees are more efficient in performing functions whose average cost curve turns up relatively quickly. For example, in the fa

21、st-food business, product development and national promotion are more </p><p>　　Monitoring Costs. </p><p>　　Company-owned retails tores are run by employee managers who may often perform poorly

22、if they are not supervised. A company, therefore, has to supervise its store managers. As a result, it will incur monitoring costs. But because franchisees have invested capital in their own stores, and because their ear

23、nings come from the profits of those stores, they are motivated to work harder than company managers who do not have as much stake in the profits and success of the outlet. The corporation does </p><p>　　Pro

24、motion Efficiencies. </p><p>　　A service firm’s trademark and brand image is crucial to the success</p><p>　　of its retail outlets. Companies typically develop their brand image and trademark th

25、rough extensive advertising and promotion. But a company will benefit from mass-media advertising only if it has in place a number of stores that customers who see its ads can visit. To reap the benefits of its national

26、or regional advertising efforts, the company needs to attain efficient scale, in terms of number of stores, as quickly as possible. Because franchising entails less monitoring and provides quicke</p><p>　　le

27、ast spread the costs out-from their advertising dollars.</p><p>　　Risk Management. </p><p>　　In using franchising as a tool to determine the profitability of retail locations, franchisers can, o

28、ver time, convert profitable franchised locations into company-owned locations. When opening new stores, a corporation does not know with certainty the business potential and the chances of success of different locations

29、. Franchising allows a firm to judge the profitability potential of different sites without incurring business risk. If a particular store fails, the franchisee bears the brunt of</p><p><b>　　Manner.&l

30、t;/b></p><p>　　Product-Market Characteristics Shape Firms’Motivations to Franchise</p><p>　　The various benefits discussed above are not mutually exclusive. In other words, a company may be m

31、otivated to franchise by all of these benefits, or by some combination of them. Its product-market characteristics shape the benefits it can expect to attain from franchising. For example, a firm may not find franchising

32、 an efficient</p><p>　　means of raising capital if the size and scale of its stores require an investment that would be difficult for individual entrepreneurs to make. It is not practical for department stor

33、es or supermarket chains to franchise their stores because individual entrepreneurs would find it too difficult to make the investment required for setting up a large department store or supermarket.</p><p>

34、　　Product-market characteristics, and their influence in deciding whether or not to franchise, differ for various firms. To evaluate the franchise option, a prospective franchiser needs to outline the linkages between th

35、e product-market characteristics of its business and the different advantages franchising provides. An illustrative set of</p><p>　　these characteristics and their implications for the franchising decision a

36、re discussed below.</p><p>　　Price Competition. Pricing, a key marketingfunction, is often competition-based. For example, when setting prices, a gas station has to take into consideration the prices of its

37、competitor across the street. It would not be feasible for the management of a large oil company to set</p><p>　　competitive prices in hundreds of gas stations across the country. In contrast, the initiative

38、 and profit involvement of franchisees ensures that they will perform the pricing function more effectively than company managers. In markets where pricing requires considerable discretion and flexibility and may not be

39、managerially efficient to entrust to a company employee, it is beneficial for the firm to franchise. With modern communication technology, it is possible for corporations to make appropr</p><p>　　Physical Di

40、spersion of Retail Stores. Monitoring costs of retail stores are affected by the degree of their physical dispersion. If geographically dispersed stores are kept under company ownership, supervisors will have to spend a

41、lot of travel time and money going from one store to another to monitor them. Thus, the cost of monitoring company-owned stores will be high. If these scattered stores are franchised, company supervisors do not have to m

42、onitor them as much, and costs come down.</p><p>　　On the other hand, if closely clustered stores are company-owned, a firm’s supervisors will not have to spend as much time or money visiting</p><

43、p>　　them. For these stores, the monitoring costs under company ownership are already quite low, so there is little to gain by franchising. Whatever</p><p>　　small gains there may be will be offset by the

44、costs of the problems associated with franchising. </p><p>　　The degree of store dispersion varies with market regions. For example, in more remote, rural markets, retail stores may be widely scattered,</

45、p><p>　　whereas in dense urban areas they are often closely clustered. Consequently, a firm will generally prefer to franchise stores in rural areas and retain locations in dense urban areas under company owner

46、ship.</p><p>　　Consumer Preferences. Certain businesses need to be knowledgeable about the tastes and preferences of their consumers at local levels. Such firms can incur high search costs for market-related

47、 information. It is advantageous for a firm to entrust such a business to a franchsee, who is familiar with the local market and is able to gather reliable market information more efficiently. For example, in the real es

48、tate industry, a local franchisee is likely to be more aware of that area’s realty and r</p><p>　　Labor Intensity. Labor-intensive operations require more supervision than capital-intensive ones. If a busine

49、ss operation involves significant</p><p>　　human input at the retail level, the need for SW pervision goes up, and monitoring costs increase. Franchising enables a firm to reduce those costs if significant h

50、uman input is involved at the retail level.</p><p>　　Demand variability. The costs of monitoring the performance of store personnel rise when demand is variable because it is difficult for management to sepa

51、rate the decline in sales arising from poor employee performance from that which results from low demand. So if the nature of the product market entails significant demand variability, a firm can lower its monitoring cos

52、ts by franchising its outlets.</p><p>　　Repeat Customers. The incidence of repeat customers has a bearing on franchisee business behavior. Consider a franchisee who provides service that is below the standar

53、ds set by the franchiser and offered by other franchisees. Customers who visit this store will be dissatisfied and are likely to develop negative perceptions of the entire franchise chain. Franchisees are more apt to eng

54、age in such free-riding behaviors if they</p><p>　　feel their customers are not apt to visit their store again. For example, they may tend to free-ride if their stores are located on busy highways, where the

55、re are few repeat customers. To prevent this from happening, a franchiser will have to closely monitor these stores, with resulting higher costs. So companies usually prefer not to franchise locations that have transient

56、 customers. The monitoring costs of these locations as franchised stores would be higher than what they would be if the stor</p><p>　　Changing Technology. Products and markets that require frequent capital i

57、nvestment for upgrading technology at the retail level will not be conducive for franchising. Many investment decisions will have a positive net value from the viewpoint of the franchiser, who holds a diversified portfol

58、io. But for the franchisee with an undiversified portfolio, such is not the case. Accordingly. franchisers, who have differing risk preferences than franchisees, will find that an investment opportunity attr</p>&

59、lt;p>　　品牌熱情的起因與效果</p><p>　　作者：諾爾.艾爾伯特，頓外特.門冉卡，皮埃爾.佛羅倫斯</p><p><b>　　國籍：法國</b></p><p>　　出處：《商業(yè)研究》2013年第66期，904-909頁</p><p><b>　　中文譯文：</b></p

60、><p><b>　　摘要：</b></p><p>　　本文研究的是品牌熱情的起因與效果。消費(fèi)者與品牌之間所建立的聯(lián)系（品牌識別與品牌信任）會影響到消費(fèi)者對某一種品牌的熱情，對品牌的熱情反過來也影響到人們對品牌的忠誠度，影響到消費(fèi)者是否愿意為品牌支付高價(jià)，影響到品牌口碑。本文用1505位具有代表性的受訪者作為樣本，用偏最小二乘回歸模型分析，結(jié)果顯示品牌熱情取決于品牌識別

61、與品牌信任度。消費(fèi)者對品牌的熱情左右了品牌的口碑，也對品牌忠誠產(chǎn)生了直接影響，比如由于對某品牌的忠誠度，人們會不自覺自愿支付更高的價(jià)格。</p><p><b>　　關(guān)鍵詞：</b></p><p>　　品牌熱情 品牌忠誠 品牌信任 品牌識別 偏最小二乘法</p><p><b>　　1、梗概</b></p>

62、<p>　　品牌可以闡明人們的生活質(zhì)量，它在人們的消費(fèi)行為中扮演中心角色。品牌與消費(fèi)者之間緊密聯(lián)系，一些消費(fèi)者甚至將這種關(guān)系發(fā)展為一種狂熱的品牌崇拜。在品牌情感關(guān)系的構(gòu)建上，如品牌信任、品牌識別、品牌忠誠，引發(fā)了很多關(guān)于品牌的研究。還有另外一些品牌關(guān)系，如品牌偏愛或品牌依賴也會影響到消費(fèi)者的消費(fèi)行為。目前所提出的品牌熱情這一概念能夠說明一些消費(fèi)案例以及證明消費(fèi)者擁有消費(fèi)熱情，如一種品牌消費(fèi)群體的組織。</p>

63、<p>　　本文的兩項(xiàng)研究探明了品牌熱情的確切含義，并且指出了品牌熱情與品牌個(gè)性或者是消費(fèi)者個(gè)性之間具有聯(lián)系。根據(jù)品牌對消費(fèi)者的影響，增加新的參考維度以充分理解品牌熱情。這項(xiàng)調(diào)查也考量了品牌熱情對品牌忠誠的影響，最終建立起了品牌熱情與其他因素之間關(guān)系的模型，這個(gè)模型可以顯示出品牌熱情對其他因素的重要性。</p><p>　　2、消費(fèi)者與品牌之間的關(guān)系</p><p>　　這部分內(nèi)

64、容明確了品牌熱情的主要內(nèi)涵，并在模型里介紹了與品牌相關(guān)聯(lián)的因素。</p><p><b>　　（1）品牌熱情</b></p><p>　　Hatfield和Walster是這樣定義熱情一詞的：它是一種強(qiáng)烈的，希望與另一種事物聚合在一起的精神狀態(tài)，是一種充斥了滿足感與忘我的生理上的亢奮。Baumeister和Bratslavsky指出另一種定義，激情包含著一種對他人強(qiáng)烈

65、的好感，這種好感很顯然是屬于生理上的亢奮，是希望與別人聚合在一起的復(fù)雜的情感。因此，個(gè)人的熱情實(shí)際上個(gè)人希望找到伙伴的一種想法，這種想法包含著伙伴情誼、性的吸引和對相互關(guān)系的渴望之情。以上這些定義中的特征在消費(fèi)中所體現(xiàn)的并不是很明顯，消費(fèi)者不會與品牌期待雙方之間的互動(dòng)，哪怕是再忠誠的消費(fèi)者也會因?yàn)楦玫幕貓?bào)而選擇別的品牌伙伴。</p><p>　　在消費(fèi)環(huán)境定義下的熱情是對品牌最初始的、積極的喜愛，這種喜愛可以產(chǎn)

66、生情感上的聯(lián)系，影響人的一些行為。這也被描述為消費(fèi)者---品牌關(guān)系情感中的熱忱與激情，反映出人們對品牌強(qiáng)烈積極的情感。一個(gè)富于熱情的消費(fèi)者會對品牌投入很多情感，甚至在買不到這種品牌時(shí)產(chǎn)生思念之情。</p><p>　　因此，品牌情感是消費(fèi)者對品牌的強(qiáng)烈的精神感受。這份情感使消費(fèi)者更愿意與品牌建立起親密關(guān)系，在擁有或者是消費(fèi)這種品牌時(shí)獲得他們生理上的亢奮。品牌熱情只要包含兩種要素：把品牌建立在消費(fèi)者心中；把品牌理想

67、化。這項(xiàng)研究就從生理角度上定義品牌熱情是一種由興奮、著迷、沉湎其中組成的品牌情感。</p><p>　　Bauer et al.研究了品牌情感的決定因素，找出了4種品牌個(gè)性：獨(dú)特性、自我表達(dá)能力、名聲和享樂特性。品牌自身的特性是品牌熱情的起因之一，盡管在理論概念上被視作是消費(fèi)者層面的影響因素，而對于其他決定因素，例如品牌識別或品牌信任并未涉及，除非它們的出現(xiàn)對消費(fèi)者的品牌感受產(chǎn)生影響。</p>&l

68、t;p><b>　　（2）相關(guān)理論</b></p><p>　　之前那些品牌熱情研究模型的局限性就在于缺乏消費(fèi)者---品牌關(guān)系設(shè)計(jì)的全部因素。Fournier的理論則提出來品牌熱情起源于別的因素（信任、自我聯(lián)系、品牌識別），提出品牌熱情會對品牌忠誠產(chǎn)生影響。把消費(fèi)者與品牌的有關(guān)因素一一分解開來的研究，與之前形成對比的是，當(dāng)前的調(diào)查研究則是通過將這些影響因素聯(lián)系起來尋找答案。其中主要聚焦

69、于品牌信任與品牌識別，把它們二者作為品牌熱情的主要決定因素，品牌忠誠這一因素也在模型中，因?yàn)檫@個(gè)因素是對品牌喜愛的結(jié)果之一。</p><p>　　品牌識別對消費(fèi)者的行為是具有重要作用的，在特殊資產(chǎn)和消費(fèi)者自我意識的研究中已經(jīng)詳細(xì)闡述過了。品牌識別指的是品牌獲得關(guān)于消費(fèi)者信息的能力或者說品牌在消費(fèi)者意識中的整體地位。因?yàn)槠放朴兄笳餍缘膬r(jià)值。品牌可以使不同消費(fèi)者確定自己的地位。一些研究者闡述過品牌與產(chǎn)品識別的重要性

70、，文中指出消費(fèi)者在購買不同品牌時(shí)會幻想或者產(chǎn)生自我意識中地 個(gè)性相協(xié)調(diào)的想法。</p><p>　　品牌信任作為品牌忠誠和品牌喜愛度的決定因素之一，在市場上起著至關(guān)重要的作用，這種信任涉及到當(dāng)消費(fèi)者處于危險(xiǎn)情形下對品牌的依賴感或者說在穩(wěn)定環(huán)境下自愿依靠某品牌。信任可以是沒有維度的，可以是二維的，甚至是三維的。如果信任是多維的，品牌信任就包括了能力、誠信和利他主義。</p><p>　　最后

71、，是品牌忠誠的，它代表聯(lián)系消費(fèi)者與品牌的力量之源。被定義為一種為維持價(jià)值關(guān)系的渴望。忠誠通常包含兩部分內(nèi)容，喜愛與認(rèn)知力。品牌忠誠取決于品牌---消費(fèi)者關(guān)系的核心部分，是基于品牌識別、依賴和分享之上的，這個(gè)架構(gòu)是源于一個(gè)整體的判斷，而并非直接取決于品牌評估。</p><p>　　情感的承諾就能夠解釋品牌忠誠，它能鼓舞消費(fèi)者加入品牌群體當(dāng)中，其他的研究調(diào)查同樣注意到了品牌忠誠這一概念，并且認(rèn)識到了當(dāng)消費(fèi)者遇到較少的