【正文】 economy tomarket economy era Chiness panies, brand management has grown out of nothing. Information, local governments at all levels of emphasis on brandname, organization promoting the effort, policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on Chinese famous erterprises incentives to 100 millon, on Dali an 3 million Yuan, on brandname panies have been cities for the 100000yuan reward202000yuan. Japanese 8th 2020 year to Japanese 11th,the 40th International Cousumer Electronics Show(CES) in Las Vegas Ventian hotel opening. National enterprises in the CES, we achieve superior results. It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectators, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics brand. status of foreign brands in most sectors is still difficult to shake However, we should also see the face of numerous products on the market, allows consumers blueted out genuinely few domestic brands. With the opening up further, to a number of big panies have to squeeze into the Chinese market, Chinese market, a time filled with “sony”, “CocaCola”, “rejoice”, “Benz” and various other internantional brands, many of these names foreign brands violently hitting the national brand in China. Although the appliance industry, ed by haire brand, “Konka”, “Changhong”, “TCL” and other dometic brands have developed well,but with the “Sony”, “Panasonic” ,“Samsung” and other brands, they are still there petitive disadvangtage。 Brand Strategy Research Strategic Brand Management [J].Kogan Page, London [J].Marketing Science,2020(2):5261. Economic globalization, how to adapt to international trends, establish, a strong brand and enhance our petitiveness, have bee pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterise needs to sue a variety of means of petition to increase brand awarenss, improve brand positioning, an create a good brand image. First, Japanese brands across the board defeat. November 22,2020 morning, NEC announces that it would withdraw from 2G and phone market, with means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention. If we sum up the Chinese household appliance market， today any different from ten years ago， I think the biggest difference is that Japanese panies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterpris system, decisionmarketing difficult, the reaction was slow, inpatible with the reality of the Chinese market。實(shí)施品牌戰(zhàn)略不是一項(xiàng)孤立的工作，而是與企業(yè)整體發(fā)展戰(zhàn)略息息相關(guān)的。 市場(chǎng)營(yíng)銷是實(shí)施品牌戰(zhàn)略中的重要一環(huán)。在世界個(gè)性化趨勢(shì)的變化中，顧客的價(jià)值體驗(yàn)和差異化價(jià)值實(shí)現(xiàn)已經(jīng)直接決定了產(chǎn)品的最終銷售，個(gè)性化服務(wù)不可或缺。 此外，企業(yè)還應(yīng)借鑒國(guó)外成功經(jīng)驗(yàn)，提高自己的設(shè)計(jì)開發(fā)才能。產(chǎn)品的競(jìng)爭(zhēng)力表現(xiàn)為品牌的競(jìng)爭(zhēng)，而品牌競(jìng)爭(zhēng)多一張的則是產(chǎn)品的內(nèi)在質(zhì)量。 四、名族企業(yè)在品牌國(guó)際化進(jìn)程中如何進(jìn)行品牌定位 以科技為后盾，樹立“質(zhì)量第一，以質(zhì)取勝”的理 念，品牌的時(shí)尚要素、個(gè)性化的突出。消費(fèi)者的認(rèn)知決定企業(yè)的命運(yùn)，而品牌又直接影響了消費(fèi)者的認(rèn)知。可口可樂公司前任首席營(yíng)銷官塞爾奇曼說，“品牌是唯一使公司產(chǎn)品和服務(wù)有別于競(jìng)爭(zhēng)對(duì)手標(biāo)志， 是開辟市場(chǎng)最有效的武器，優(yōu)秀的品牌讓你的品牌脫穎而出。市場(chǎng)是瞬息萬變的，任何品牌都面臨著隨波逐流被淘汰的危險(xiǎn)。品牌戰(zhàn)略的實(shí)施是企業(yè)整體素質(zhì)與形象的提高，需要有科學(xué)的經(jīng)營(yíng)理念和高超的動(dòng)作技巧，但國(guó)內(nèi)不少企業(yè)品牌 策劃在此方面表現(xiàn)得尤為拙劣和急功近利，影響了企業(yè)品牌的發(fā)展，世紀(jì)工作中出現(xiàn)了不少這樣的誤區(qū)；如認(rèn)為創(chuàng)建品牌就是給產(chǎn)品取個(gè)好名字，提高產(chǎn)品知名度或把產(chǎn)品包裝一下；好的品牌是個(gè)令人滿意的視覺標(biāo)識(shí)而已；廣告是培育知名品牌的唯一手段，除了在媒體上大肆做廣告外，其他別無關(guān)注；企業(yè)產(chǎn)品規(guī)模一旦形成了，知名品牌就自然而然地建立了；知名品牌等同于高階，必須不切實(shí)際地提高產(chǎn)品價(jià)格等，有的企業(yè)甚至在品牌低價(jià)出售轉(zhuǎn)讓，如我國(guó)現(xiàn)有 20 多萬個(gè)“三資”企業(yè)中，有 90%以上的合資企業(yè)在使用外方品牌；廣州潔銀牙膏廠以 200萬元低價(jià)將品牌轉(zhuǎn) 讓給合資企業(yè)等，就是這樣的突出事例，現(xiàn)今其可怕后果已日漸顯現(xiàn)出來 —— 喪失了本國(guó)企業(yè)自身品牌、產(chǎn)品與知識(shí)產(chǎn)權(quán)，民族企業(yè)競(jìng)爭(zhēng)力究竟何在！ 產(chǎn)品是企業(yè)在市場(chǎng)競(jìng)爭(zhēng)中競(jìng)爭(zhēng)優(yōu)勢(shì)可以很快被競(jìng)爭(zhēng)對(duì)手模仿、超越，而品牌卻難以逾越，真正持久的競(jìng)爭(zhēng)優(yōu)勢(shì)來自于不斷創(chuàng)新，以“不變”應(yīng)“萬變”。很多企業(yè)沒有清醒地認(rèn)識(shí)到這一點(diǎn)，妄圖在短時(shí)間內(nèi)創(chuàng)造出一個(gè)品牌，而忽視了長(zhǎng)遠(yuǎn)的規(guī)劃和戰(zhàn)略。 冰凍三尺非一日之寒。我國(guó)建立市場(chǎng)體制也有好多年了，雖有了很大改善但仍不健全，有些方面還未真正適應(yīng)市場(chǎng)經(jīng)濟(jì)的要求，消費(fèi)者的心理還未完全成熟。 我國(guó)企業(yè)實(shí)施品牌建設(shè)存在的問題： 從微觀企業(yè)自身因素角度：存在技術(shù)開發(fā)能力不足，品牌競(jìng)爭(zhēng)能力不強(qiáng)；品牌個(gè)性不足，缺乏創(chuàng)新個(gè)發(fā)展能力；生產(chǎn)和經(jīng)營(yíng)規(guī)模偏小，品牌發(fā)展缺乏整體規(guī)劃；出口和國(guó)際經(jīng)營(yíng)能力偏弱，品牌意識(shí)不強(qiáng)；品牌 定位不明確，存在較大的盲目性等一系列因素。隨著對(duì)外開放的深入，國(guó)際上一些大公司紛紛擠入中國(guó)市場(chǎng)，一時(shí)間中國(guó)市場(chǎng)上充斥著“索尼”、“可口可樂”、“飄柔”、“奔馳”等種種國(guó)際名牌，這些名目眾多的洋品牌猛烈地撞擊著中國(guó)的民族品牌。海爾被全球最權(quán)威的消費(fèi)電子行業(yè)媒體《 TWICE》評(píng)選為消費(fèi)電子第一品牌。在 CES 上我們民族企業(yè)取得驕人的業(yè)績(jī)。 資料顯示，各地 政府在對(duì)名牌的重視程度、組織推進(jìn)力度、政策措施上有大幅度提升，青島、深圳、武漢、寧波、沈陽等市對(duì)中國(guó)名牌企業(yè)的獎(jiǎng)勵(lì)為 100萬元，大連為 300萬元，對(duì)獲省市名牌的企業(yè)獎(jiǎng)勵(lì) 10萬元 ~20萬元。這里典型的案例，上世紀(jì) 80年代至 90年代初期，曾在空調(diào)界創(chuàng)下奇跡的華寶空調(diào)，在 1998年被科龍收購(gòu)，其后的品牌形象就一再下滑。 日系企業(yè)在中國(guó)市場(chǎng)走到邊緣是否引起我們民族企業(yè)的深思？欲走國(guó)際化路線的企業(yè)又是否從“日系企業(yè)”的背后吸取教訓(xùn)？ 二、我國(guó)企業(yè)實(shí)施品牌戰(zhàn)略的現(xiàn)狀分析 眾多昔日名牌“曇花一現(xiàn)” 中外企業(yè)在市場(chǎng)上的品牌大戰(zhàn)，使剛剛成長(zhǎng)起來的民族品牌受到極大的沖擊。 一、日系品牌全線崩潰 2020年 11月 22日上午， NEC宣布將推出 2G及 ，這意味著繼夏普、松下、東芝、三菱、三洋之后又一家手機(jī)廠商退出中國(guó)市場(chǎng)，日系手機(jī)除京瓷外幾乎全部退出中國(guó) 2G手機(jī)市場(chǎng)的爭(zhēng)奪。本文在分析我國(guó)企業(yè)營(yíng)銷品牌發(fā)展?fàn)顩r的基礎(chǔ)上，從品牌戰(zhàn)略的內(nèi)涵與其功能意義入手，探討了品牌戰(zhàn)略在企業(yè)營(yíng)銷中的作用。 orientation toward subsidiaries。s life because leadership coincided with achievement in the U. S. market. With its large population, highwage rates, high discretionary spending power, and high propensity to innovate, the US. market was for many years the leader in adoption and growth rates for many products. Conversely, firms outside the United States had more need to plan globally from the beginning of any product development. A U. K. firm introducing a technological advance was likely to find that U. S. demand grew more rapidly than U. K. demand. If U. K. demand was left to U. S. petitors, the sales and experience of U. S. petitors soon outpaced that of the U. K. firm. Now that U. S. wage rates and per capita GNP no longer have such a lead over Europe, perhaps, U. S. firms in their turn should be designing products against European markets that might lead the United States in adoption of those