[雙語翻譯]品牌忠誠度外文翻譯--超越品牌忠誠度品牌可持續(xù)性（英文）

1、Full Terms Churchill 1991; Oliver 1997). Those measures, however, do not tell the full story of a brand’s potential. Other approaches and measures are needed. We argue that what is not commonly measured or evaluated tod

2、ay is the next level of brand growth and loyalty, which we are calling brand sustainability. This type of internal growth may be referred to as organic growth (Salojarvi, Furu, and Sveiby 2005). That simply means the bra

3、nd increases its value based on actions and activities that occur inside, rather than outside, the organization. Increased LTV is one form of organic brand growth (Rust, Lemon, and Das 2005) but, we believe, not the most

4、 important one. Other sources of organic growth can come from reduced costs (Hess and Kazanjian 2006), more favorable trade terms (Lovelock 1996), lower production or labor costs (Davidsson and Wiklund 2000), but all of

5、these generally come with an associated cost, which may or may not be recovered in future brand sales. We take a different view of organic growth, that is, we believe organic growth can be developed and increased through

6、 the activities of present customers who advocate or promote the brand to their friends, relatives, associates and other relevant persons (Mooney and Rollins 2008). That form of brand advocacy is becoming increasingly re

7、levant as a result of the increasing availability of various forms of social media and other methodologies which make it possible for current users to encourage or generate new users for the brand (Libai et al. 2010). Th

8、e challenge, of trying to harness and measure this type of internal, customer-generated brand growth, however, is that of identification and measurement (Peppers and Rogers 1999). In this paper, we focus on what we call

9、sustainable brand growth. That is, brand growth that is created by existing loyal customers who encourage other customers to become users and eventually loyal to the brand. For example, based on the current user’s person

10、al satisfaction or their belief that the brand will provide substantial benefits to the recommended others, which might allow them to achieve some of their own personal goals, current users recommend their favored brand(

11、s) to their circle of friends and acquaintances. That may occur via the new social media forms, but it still appears that face-to-face discussions are the primary way through which these recommendations occur (Watts and

12、Dodds 2007). Those recommendations, no matter what form they take, when acted on by the person receiving the recommendation, help build what we are calling brand sustainability. One form of that brand sustainability is t

13、he continuous virtuous circle of satisfied customers who advocate the brand to others, who then continue the distribution of the brand accolades to still others and so on. Through this continuing advocacy of the brand, a

14、 sustainable and growing group of brand cohorts is built up over time at little or no cost to the brand manager. The idea of brand sustainability is not entirely new. A few authors, Dauvergne and Lister (2011) and Ind (2

15、003), have mentioned brand sustainability but primarily as a theoretical model. Further, they have developed the concept on a different base than we propose. And, finally, they have not provided actual quantifiable data

16、to support their hypotheses. We believe we are the first authors to provide a demonstrable approach to brand sustainability and demonstrate how it might be identified and measured. While brand advocacy, such as described

17、 earlier has been well researched and written about for a number of years (Kozinets 2002), what is not as clear is how advocacy is generated and how it might be measured. That is the contribution of this paper. Thus, we

18、argue that this new,extendedviewofthe results ofbrandloyalty,thatofbrandrecommendations,whichthen create brand sustainability, is the next step in longer-term brand management process.Journal of Marketing Communications