【正文】 從這個(gè)研究可以很清楚的看出創(chuàng)造性必須首先來自于企業(yè)的擁有者，并不能僅僅期望于來自企業(yè)。 企業(yè)家為他們的產(chǎn)品感到自豪。但是邏輯上來說，把品牌名字放在產(chǎn)品上往往被忽視。 結(jié)論 當(dāng)決定銷售預(yù)算的時(shí)候，提升品牌意識(shí)并不都是一個(gè) 有意識(shí)的目標(biāo)。企業(yè)家為他們的產(chǎn)品感到自豪認(rèn)為他們的品牌有必要讓別人知道，同時(shí)他們也希望消費(fèi)者能接受這個(gè)品牌。此外，企業(yè)希 望把他們的品牌設(shè)計(jì)成和其他名牌相似的形象。這對(duì)中型企業(yè)來說是不可能快速實(shí)現(xiàn)的。了不起！尤其是因?yàn)檫@個(gè)產(chǎn)品已經(jīng)足夠的貴了。然而，只有很少的企業(yè)表示在他們的銷售預(yù)算中品牌認(rèn)知被作為一個(gè)重要的目標(biāo)。當(dāng)品牌管理的角色在企業(yè)中被測(cè)試后，很可能接下去的工作也是由同一個(gè)部門來 完成銷售決策。 ，營造拉近活動(dòng)來提升品牌的關(guān)注度。他提供了一下幾種中小企業(yè)對(duì)于建設(shè)強(qiáng)力品牌的建議?？茽柡退固岱以?1977 年的研究和蘭道爾在 1997 年的研究也確 認(rèn)了企業(yè)在建設(shè)強(qiáng)力品牌所收獲的效益遠(yuǎn)大于其他企業(yè)。 品牌管理 對(duì)于品牌管理的定義有很多種，凱樂和科普菲爾分享了幾種相似的概念，并用言簡易懂的方式表達(dá)出來。希爾對(duì)于高效營銷關(guān)鍵因素的研究發(fā)現(xiàn)明確的銷售方向決定了他們市場(chǎng)特性。 因此，銷售被中小企 業(yè)看做是最令人厭煩和最具不確定性的問題。 現(xiàn)在我們來決定中小企業(yè)到底指的是什么，下一步就是看這些企業(yè)如何看待市場(chǎng)營銷的功能。 中小企業(yè)的定義 在更深入的探討之前，對(duì)于中小企業(yè)的定義我們是必須要知道的。 親自計(jì)劃和執(zhí)行市場(chǎng)活動(dòng) — 然而，幾乎每個(gè)人都聽說過如何把一個(gè)小企業(yè)打造成一個(gè)知名品牌的故事。因此這些理論僅僅是基于以上企業(yè)所產(chǎn)生的，隨意的打開所有的管理類書籍，你會(huì)發(fā)現(xiàn)幾乎所有的例子都會(huì)引用到可口可樂，耐克，飛利浦，聯(lián)合利華，殼牌或?qū)殱嵐?。這些可以被讀 者在他自己的組織里所用到。其中顯著的成果是發(fā)現(xiàn)了貫穿企業(yè)的品牌理念是一個(gè)重要的因素，企業(yè)品牌認(rèn)知的獲得初始于一個(gè)有活力的企業(yè)形象。通過設(shè)計(jì)、探索和研究來精確的掌握這個(gè)企業(yè)并對(duì)此提出了五個(gè)針對(duì)性的問題，主要對(duì)中等規(guī)模的企業(yè)進(jìn)行了以深入采訪為基礎(chǔ)的定性研究。 financial, strategic and managerial. Kohl and Stephens (1997) and Randall (1997) also confirm that panies that offer strong brands enjoy significant advantages to those that do not. All the more reason, therefore, to find out whether SMEs are aware of this and, if they are, how they handle it. Aaker’ s (1996) five guidelines for the creation of a strong brand are generally accepted within the field of business writing, although none of them apply specifically to SMEs. Keller (1998) is the only author to have paid particular attention to this question. He devotes, it must be said, only three of the 700 pages of his book to this subject but it is at least a beginning. He offers the following guidelines for the building of a strong brand by SMEs: on building one (or two) strong brands. a creativelydeveloped marketing program on one or two important brand associations, to serve as the source of “brand equity”. a wellintegrated mix of brand elements that support both brand awareness and brand image. a “push” campaign that aims to build the brand, and a creative “pull” campaign that will attract attention. the brand with as many secondary associations as possible. Methodology To understand the precise role of the entrepreneur and to provide answers to the five questions/undertakings listed earlier, a qualitative study based on indepth interviews with ten mainly middlesized panies was undertaken. Striking results were obtained. Typical of SMEs is the often allcontrolling and alldeciding role of the owner (director) of the pany. And when the role of brand management in SMEs is examined, then it is highly probable that the same owner will take the lead in setting guidelines and making decisions for that as well. Therefore, to guarantee the highest degree of reliability from such a study, it is from this person that the required information needs to be obtained, according to Gilmore and Coviello (1999). And in that, the study eventually succeeded. It is unlikely that, had conventional quantitative investigation methods been used, the investigation would have attained the desired level of insight into the world of SMEs. What are SMEs doing to create a heightened brand awareness? would be reasonable to suppose that, in general, everypany aspires to a high recognition of its brand. However, only a few panies stated – without being asked – that high brand recognition was one of the most important goals they wanted to reach with their marketing budget. Yet when the interviewees were asked – directly – whether b