外文翻譯---中小企業(yè)成功的品牌管理：一種新的理論和實(shí)踐的提示-其他專業(yè)-展示頁
2025-01-31 09:18本頁面
【正文】 nt definition from an independent and widely recognized source: the European Union. Now that we have determined to which businesses “ SME” refers, the next step is to look at how these panies view heir marketing function. A study by Cohen and Stretch (1989) revealed that the most monly cited problems from the owners of small panies were marketing problems. This agreed with the findings of Kraft and Goodell (1989), who concluded that of the problems most monly cited by small businesses, 75 percent were marketingrelated. Finally, Huang and Brown (1999) provided further confirmation with a study of 973 small businesses in Western Australia. Marketing is seen, thus, as a troublesome and problematic undertaking for SMEs. But such problems do not appear without reason. They can, in fact, be traced back to a number of welldocumented – in the business literature – SME characteristics. Carson et al. (1995) cited the strong focus on product and price. Hill’ s (2021) study of key factors for effective marketing, confirms that the SMEs’ vigorous sales orientation largely determines the character of their marketing. As a result, promotion is pushed to sidelines and the building of a strong brand bees even more difficult. The marketing advantages of SMEs Despite all this, it is possible to recognize several advantages and positive aspects typical of SME businesses in the execution of their marketing. Studies by Carson et al. (1995),Gillinsky et al. (2021), Hill (2021) and Reijnders and Verstappen (2021) all point out that flexibility, speed of reaction and the eye for (market) opportunities constitute, where marketing is concerned, the SMEs’ strong points. Brand management There are many definitions of brand management. Those of Keller (1998) and Kapferer (1995) share several similarities and describe it in easy to understand wording: A pany/establishment that has embedded brand management within its anization recognizes that the implementation of a brand strategy and the management of a brand are not onceonly exercises, but a daily recurring aspect of its marketing policy. The two pillars on which a marketing strategy is based are: 1 differentiation: the distinctiveness of a product from that of its petition。 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
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