外文翻譯---企業(yè)網(wǎng)絡(luò)營(yíng)銷策略的面對(duì)機(jī)遇和挑戰(zhàn)品牌管理的特殊的問題-免費(fèi)閱讀
【正文】 羅伯特品牌管理者面臨的力量不只是暫時(shí)性的。市場(chǎng)研究也 越來越被外包給供應(yīng)商、與員工職能部門被縮減規(guī)模的公司。 快速增長(zhǎng)的市場(chǎng)信息 ,尤其是品牌管理技術(shù)前掃描儀 ,散戶有重要的影響品牌管理決策。各種各樣的措施文學(xué)或提出了所獻(xiàn)的專利產(chǎn)品的市場(chǎng)調(diào)研及廣告公司 (1991 年成立 ， 1991 年 8 月初版。阿爾巴提供實(shí)證支持這種信號(hào)對(duì)品牌資產(chǎn)。企業(yè)精簡(jiǎn) ,相應(yīng)的減少可能潛存內(nèi)部采購(gòu)專業(yè)重要性增加為無形“產(chǎn)品”的組件 ,如服務(wù)和關(guān)系維度。配套的證據(jù)來自電力和員工的。公司掌握了藝術(shù)運(yùn)用其品牌管理能力在市場(chǎng)傳統(tǒng)上占主導(dǎo)地位的支離破碎或私人標(biāo)簽。 同時(shí) ,品牌經(jīng)理經(jīng)?？梢詫?shí)現(xiàn)線 ,小的變體擴(kuò)展單一產(chǎn)品被在市場(chǎng)上銷售在相同的品牌。 以前的研究處理品牌延伸已經(jīng)確定了聲音基地為成功和創(chuàng)立品牌影響和原始的相似性的產(chǎn)品種類和外延也是一個(gè)重要因素 和 凱勒。結(jié)果 ,有時(shí)會(huì)被不斷改進(jìn)的一個(gè)焦點(diǎn) ,而不是真正的新產(chǎn)品能夠遛有的產(chǎn)品或開辟新的市場(chǎng)。 另外， 值得注意的是 ,品牌經(jīng)理增加了依賴貿(mào)易與消費(fèi)的折扣 ,同時(shí)減少開支的錢做廣告。s strategy on petitors, and the vulnerability of the brand to petitive actions. The work of Chintagunta (1994) illustrates the growing sophistication of methods available for leveraging the use of scanner data. He proposes and tests an easiertoimplement method that obtains brand positions on a product market map and the distribution of preferences across households while accounting for effects of marketing variables on brand choice. At the same time, many firms have reduced the size of their internal advertising/marketing munications and marketing research staffs in response to the demands for increased efficiencies and reduced overhead. Marketing research also increasingly has been outsourced to suppliers, with the staff functions within the firm being downsized. As the need for integrated munications increases and internal staff support for this function is reduced, the role of the brand manager in the critical areas of planning and execution of marketing munications for the brand has broadened. Larger advertising agencies and marketing research suppliers have improved their ability to supply a strategic focus. Yet such changes imply that greater responsibility for strategic direction and initiating needed research will be thrust on the brand manager. More creative use of existing data, such as that suggested by the Russell and Kamakura and Chintagunta proposals, will help, but more innovative studies requiring primary data collection will possibly suffer. CONCLUSIONS Needless to say, brand managers appear increasingly challenged. The world of the brand manager is plex and being more so. Technology is at once a curse and an opportunitywhile creating new capabilities for the brand manager, it also provides a need for new skills and different vision. The forces brand managers face are not temporary. If anything, they increase the need for the type of coordinated management brand management traditionally has as its strength. Brands continue to have value in a petitive marketplace and undoubtedly will continue to exist. Although specific organizational forms may change, brand management itself will adapt and thrive as managers accept new challenges by improving their petitive ability (Low and Fullerton 1994). 出處： By Allan D. Shocker, Rajendra K. Srivastava and Robert W. Ruekert Allan D. Shocker is the Curtis L. Carlson Professor of Marketing, University of Minnesota. Rajendra K. Srivastava is the Sam Barshop Professor of Marketing, Chair of the Marketing Department, and Charles LeMaistre Fellow at the [C2 Institute of the University of Texas at Austin. Robert W. Ruekert is an Associate Professor of Marketing, University of Minnesota. They served as coeditors for this special issue on Brand Management. 標(biāo)題： 企業(yè)網(wǎng)絡(luò)營(yíng)銷策略的面對(duì)機(jī)遇和挑戰(zhàn)品牌管理 的 特殊的問題 譯文： 投資者期望和品牌形象 ， 品牌經(jīng)理可以服從反復(fù)無常的投資者 ， 給致力于季度收入報(bào)表。 judgments regarding future extensions. Their research suggests that brand extension success is affected by the portfolio of products associated with the brand and extending into many different product categories may be beneficial for a brand so long as the variance in quality remains low throughout the portfolio. Also, the brand manager often can implement line extensions in which minor variants of a single product are marketed under the same brand name. Research reported by Reddy, Holak, and Bhat (1994) assembles an extensive crosssectional and time series database from a variety of sources and, using econometric analyses, empirically investigates the determinants of success for line extensions in the cigarette industry. The authors note the consistency of their empirical findings w
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