管理品牌資產(chǎn)[外文翻譯-預(yù)覽頁(yè)
【正文】 nd usage imagery attributes. (Keller 1993, 9–10) Investment to build or maintain strong brands can be difficult or impossible to justify when considering the shortterm financial outlook. It is required a vision and a belief that such investments will pay off. A key to developing a vision and having faith in it is to understand the ways in which a brand can generate petitive advantage. With a vision established, it is necessary to be vigilant with brands. The temptation is put a priority in other areas, such as to correct a marketshare problem or to pursue a cost reduction program. As a result, brand equity is temporarily put on hold. This temptation is particularly strong when the organisation’s structure and reward systems do not protect brand equity. (Aaker 1992, 32) Borrowing brand equity Many firms borrow on the brand equity in their brand names by extending existing brand names to other products. Two types of extensions can be distinguished: a line and a category extension. The latter is frequently also called brand extension. A line extension is when a current brand name is used to enter new market segment in the existing product class. A category extension is when the current brand name is used to enter a different product class. (Aaker – Keller 1990, 27–28。 Hankinson – Cowking 1993, 74–75。 Hankinson – Cowking 1993, 74–82。 Roux – Lorange 1993, 495) The association network of the core product indicates how far one could stretch the brand. If the network of the core product is low in the hierarchy, ., only associated with technical and functional product attributes, one should not go beyond line extensions. On the other hand, brands develop over time. The typical history of a brand is that it starts narrowly with a plete overlap with the product. Then, line extensions of, ., flavour and colour variants may be developed. The brand bees broader and obtains connotations of quality, design and other psychosocial attributes and benefits. Then, the brand may transcend the physical reality and bee associated with values. This case provides the richest opportunities for brand extensions. However, not all brands develop according to these lines. (Van Raaij – Schoonderbeek 1993, 483) Source:Pekka Tuominen. Managing Brand Equity(J). LTA 1/:65100標(biāo)題：管理品牌資產(chǎn)譯文：4利用和測(cè)量品牌資產(chǎn) 利用品牌資產(chǎn)有三種方式：創(chuàng)建、利用、購(gòu)買(mǎi)。(Farquhar 1990, RC10–RC11) 首先建立品牌資產(chǎn)，通過(guò)依靠?jī)?yōu)質(zhì)的產(chǎn)品創(chuàng)建積極的品牌評(píng)估；其次是品牌培育易于接受的品牌態(tài)度，最大化地影響消費(fèi)者購(gòu)買(mǎi)行為；第三，通過(guò)發(fā)展統(tǒng)一的品牌形象，與消費(fèi)者產(chǎn)生關(guān)系。一個(gè)公司必須有高質(zhì)量的產(chǎn)品，提供卓越的性能給消費(fèi)者，使得在消費(fèi)者的意識(shí)中對(duì)品牌有正面的評(píng)價(jià)。行為意圖是從對(duì)這種品牌有探索性興趣的習(xí)慣而產(chǎn)生的（例如，這個(gè)品牌是我的家庭唯一使用的或這個(gè)品牌這周會(huì)打折）。有兩種方式能從記憶中重新獲得儲(chǔ)存起來(lái)的評(píng)價(jià)。品牌的形象的一致性是管理消費(fèi)者與品牌關(guān)系的一部分。品牌認(rèn)同的明智的選擇可以極大地促進(jìn)品牌資產(chǎn)的建立，但主要的投入來(lái)自于對(duì)品牌的配套的市場(chǎng)營(yíng)銷(xiāo)活動(dòng)。營(yíng)銷(xiāo)傳播也可以對(duì)增加用戶(hù)和使用圖像屬性的幫助。培養(yǎng)遠(yuǎn)見(jiàn)以及擁有信心的關(guān)鍵是要懂得能使一個(gè)品牌具有競(jìng)爭(zhēng)優(yōu)勢(shì)的方法。當(dāng)組織的結(jié)構(gòu)和獎(jiǎng)勵(lì)制度不保護(hù)品牌資產(chǎn)的時(shí)候，這種企圖是更強(qiáng)。產(chǎn)品線(xiàn)的延伸指在進(jìn)入新的細(xì)分市場(chǎng)時(shí)，已經(jīng)有的產(chǎn)品沿用現(xiàn)有的品牌名稱(chēng)。 Farquhar – Herr – Fazio 1990, 856。產(chǎn)品在產(chǎn)品線(xiàn)的延伸中通常技術(shù)是不變的，即在許多屬性上類(lèi)似。該公司可能是為了滿(mǎn)足消費(fèi)者的各種欲望。產(chǎn)品線(xiàn)的延伸會(huì)涉及風(fēng)險(xiǎn)。此外，即使他們賣(mài)得夠多的話(huà)，銷(xiāo)售可能會(huì)影響在這條線(xiàn)上其他項(xiàng)目中的費(fèi)用。面包車(chē)Raaij Schoonderbeek 1993年，482）范疇擴(kuò)展通常發(fā)生在當(dāng)一個(gè)公司決定使用現(xiàn)有品牌名稱(chēng)推出一個(gè)新產(chǎn)品類(lèi)別的產(chǎn)品時(shí)。它使公司更容易進(jìn)入新的產(chǎn)品類(lèi)別。品牌名稱(chēng)通過(guò)過(guò)度擴(kuò)展可能會(huì)失去其在消費(fèi)者心目中特殊地位。另一個(gè)可以接受的結(jié)果是，新產(chǎn)品暢銷(xiāo)不影響現(xiàn)有產(chǎn)品的銷(xiāo)售。 Keller 1993, 15–16。如果產(chǎn)品具有相似的屬性，基于技術(shù)上的擴(kuò)展往往是成功的。前提是該品牌已經(jīng)與一系列明確的價(jià)值觀有關(guān)。新產(chǎn)品可能與核心產(chǎn)品在技術(shù)上有所不同。然而這些新產(chǎn)品應(yīng)該與核心產(chǎn)品的層次相適應(yīng)，并吸引有相同的價(jià)值觀和生活方式的目標(biāo)群體。這些關(guān)聯(lián)的優(yōu)勢(shì)是分別叫做典型性，主導(dǎo)性和相關(guān)性。典型性和主導(dǎo)型之間的關(guān)系是探索種類(lèi)擴(kuò)展的限制性的現(xiàn)實(shí)利益。在某種程度上，一個(gè)強(qiáng)大關(guān)聯(lián)已經(jīng)存在，公司可能會(huì)考慮對(duì)這種目標(biāo)類(lèi)別進(jìn)行范疇擴(kuò)展。如果核心產(chǎn)品的網(wǎng)絡(luò)在系統(tǒng)里是低層次的，即只與技術(shù)和功能的產(chǎn)品屬性關(guān)聯(lián)，不應(yīng)該超越線(xiàn)的延伸。該品牌變得更加廣泛，包含了質(zhì)量，設(shè)計(jì)和其他內(nèi)在屬性以及利益。(Van Raaij – Schoonderbeek 1993, 483) 出處：:Pekka Tuominen. Managing Brand Equity(J). LTA 1/:65100
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