外文翻譯---如何應(yīng)對(duì)品牌老化

1、<p><b>　　畢業(yè)論文外文翻譯</b></p><p>　　標(biāo)題：How To Cope With Aging Brands</p><p>　　原文：The story of brands getting old is a story of relevance. Individual brands, or even whole categories,

2、 that were once important for a particular consumer segment，become irrelevant as society evolves and tastes change. </p><p>　　In the past, one of the most common situations in which "brands aged badly&q

3、uot; revolved around strong associations with national pride. Many brands, such as US automakers Ford and GM, once successfully owned this space. Over time, however, the kind of brand attributes that they were associated

4、 with lost their importance as purchase drivers. This was due to a diverse set of realities. More relevant attributes emerged such as the rise of the Japanese manufacturer Toyota's reputation for quality in th</p&

5、gt;<p>　　The rise of new generations of consumers—with new ideas and evolving needs and wants—meant that although these legacy national pride associated brands retained their distinguishing characteristics from th

6、eir competitors, their attributes were no longer relevant. </p><p>　　This situation has been faced by a lot of European brands in categories such as retail, air travel, telecommunications, and many others in

7、 which strong brands differentiated themselves by emphasizing their origin and roots: brands like France Telecom, British Airways, or Marks & Spencer. </p><p>　　A current example of this situation is obs

8、erved at Waitrose, the upscale UK grocery retailer. With the credit crunch, mainstream consumer segments are moving away from premium price products as they recognize that acceptable quality exists elsewhere. The ethical

9、 and "British grown" part of the equity of Waitrose is not relevant enough to consumers, who are switching to cheaper and even to "foreign" brands such as the European hard discount retailers, Aldi an

10、d Lidl, that are performing quite stro</p><p>　　Brands such as Waitrose now face a tough question: Should I completely lose my current brand equity association so I can become relevant to new consumers? <

11、/p><p>　　The answer to this question is usually no brands need to evolve their legacy to make sure the things that differentiate them from their competitors are complemented by more relevant purchase drivers. T

12、hey need to upgrade the different touch points of the business, create new product brands, eliminate others, and launch new product lines.</p><p>　　Recent corporate history is littered with examples of brand

13、s needing to adjust their brand image to cope with new scenarios and a new generation of consumers.</p><p>　　When telecommunications companies evolved from public sector businesses to multi service providers

14、, first expanding into mobile telephony, they created new brands. These were not completely independent from the traditional fixed line operator branding but incorporated new attributes that were relevant to this new lin

15、e of business. Again, the beneficial aspects of the legacy of the aging brand which provided scale, reliability, and trust were complemented by the personality of the new mobile bran</p><p>　　One of the most

16、 successful examples of this was the launch and consolidation of Telefónica's Movistar brand in Spain and Latin America. The Telefónica brand had a strong trust in its core Spain and Latin American markets,

17、 and it leveraged on its equity as the big, traditional, and Spanish national incumbent. The Spanish side of this equation lost relevance in Spain and even became negative in Latin America, where the company wanted to mo

18、ve away from perception of "here comes the Spanish colonial</p><p>　　Also, the emergence of mobile communications required it to have a more emotional relationship with consumers. In this context, Telef

19、ónica evolved its legacy brand to dial up the aspects of its equity that were relevant to residential and corporate consumers, such as quality, innovation, and any other magnitude related attributes that would build

20、 trust.</p><p>　　Also, its Spanish roots were shifted into emphasizing its corporate spirit of progress essence, which highlighted the positive impact that the company had in developing the economy in emergi

21、ng markets. In parallel, it developed the younger Movistar brand. This brand would be supported by the equity of Telefónica but would allow communication with consumers in a language that was more relevant in the mo

22、bile business.</p><p>　　But the problem of aging brands is not limited to those with a patriotic tradition, as can be seen from the example of Burger King.</p><p>　　Burger King was an "old&

23、quot; brand that consistently underperformed its category. The essence of its message was "We make better burgers, have them your way," and this became irrelevant to its consumer base worldwide, who felt much c

24、loser to the more emotional approach to the fast food consumption experience that McDonald's was communicating.</p><p>　　It took Burger King time and multiple changes to its ownership structure, advertis

25、ing campaigns, management teams, and go to market strategies before it finally understood that its brand had become irrelevant to males 18-35 years old. After it recognised this and took appropriate action, the fast food

26、 giant never looked back. It reshaped its brand, tapping into its roots and embracing innovation across the four Ps—Product, Price, Promotion, and Place.</p><p>　　Burger King's brand evolved its "be

27、tter quality burger" approach into a rule breaking, politically incorrect positioning in which it almost tells the consumer, "Yes, we know it is fast food, we know it is red meat, but this is what you like, yo

28、u like our big and greasy burgers, and nobody needs to tell you what is and isn't good for you." Coupled with bold advertising and innovative social media campaigns, this put Burger King back on the map with mor

29、e than13 straight quarters of sales growth.</p><p>　　In the UK, we have recently observed how complete product lines at aging brands have died and then reinvented themselves. This situation is quite differen

30、t from the previous scenarios outlined above because it assumes that the equity that existed needs to be completely wiped out before a brand is able to become relevant to a different segment of consumers. This is probabl

31、y the reasoning behind the radical branding shift visible at the retail chain from Virgin Megastores to Zavvi.</p><p>　　Management of the CD retailer turned video game shop thought that its strong legacy bra

32、nd, Virgin, was not appropriate for the new directions they wanted for the business. This is quite interesting as it implies that the irreverent/Richard Branson part of the equity of Virgin— that has worked so well in ex

33、panding the brand into new territories—was no longer relevant for the new consumer segment that the chain wanted to target. In this context, they completely wiped out all the brand equity and d</p><p>　　Not

34、all cases are necessary so dramatic. Sometimes brands just need innovation driven tactical solutions to rejuvenate themselves and become relevant. For example, the alcohol industry noticed that consumers loved to drink

35、from martini glasses, so you had Sex and the City's cosmopolitan, bringing vodka and triple sec back on to the scene; or how about putting some Baileys on your coffee?</p><p>　　From these examples, we ca

36、n see the different directions that companies with aging brands can take.</p><p>　　Telefónica kept its stronger functional attributes and developed a new brand that benefits from it but that can talk to

37、 consumers in a more relevant language; Burger King made its brand edgier around its core quality attributes and invested across the four Ps to reshape its image; and Zavvi became a completely different brand with little

38、 leverage on its legacy brand (Virgin).</p><p>　　To make these decisions, all these companies needed to understand the purchase drivers of their consumers and which parts of their legacy brands, if any, were

39、 still relevant and differentiated them from rivals.</p><p>　　Brands aging—badly—is a reality in multiple industries. Once the company acknowledges the need for change, which is often difficult given their l

40、egacy and strong brand equity, the most important decision is to decide which part of the old equity, if any, can evolve—or whether a completely new brand is needed. With the right decisions on these points, most brands

41、can live long and healthy lives.</p><p>　　出處：Joseph Gelman. How To Cope With Aging Brands [J]. Social Marketing Quarterly. June 2001. pp46-49</p><p><b>　　二、翻譯文章</b></p><p&

42、gt;　　標(biāo)題：如何應(yīng)對(duì)品牌老化</p><p>　　譯文：品牌老化的故事是一個(gè)相互關(guān)聯(lián)的故事。</p><p>　　個(gè)別品牌，甚至整個(gè)類，對(duì)于一個(gè)特定的消費(fèi)群體來說，曾經(jīng)是很重要的，但是隨著社會(huì)的進(jìn)化和和口味的變化變得無足輕重。</p><p>　　在過去，在最常見的情況當(dāng)中，“品牌年齡差”圍繞著強(qiáng)大的社交與民族自豪感。許多品牌，如美國(guó)汽車制造商福特和通用汽車公司

43、，曾經(jīng)成功地?fù)碛羞@個(gè)空間。但是，隨著時(shí)間的推移，品牌種類的多樣性導(dǎo)致他們失去了作為一種作為驅(qū)動(dòng)程序的重要性。這是由多樣化的現(xiàn)實(shí)造成的。更多相關(guān)屬性出現(xiàn)，如日本豐田汽車制造公司在美國(guó)有很好的質(zhì)量方面的聲譽(yù)，新一代消費(fèi)者民族自豪感的缺乏，甚至是“全球”心態(tài)的出現(xiàn)，導(dǎo)致了消費(fèi)者愿意從其他市場(chǎng)嘗試新事物這一現(xiàn)狀。</p><p>　　隨著有思想的、需求和欲望不斷變化的新一代消費(fèi)者的崛起，這意味著，這些與傳統(tǒng)的民族自豪感相

44、關(guān)的品牌跟他們的競(jìng)爭(zhēng)對(duì)手相比，雖然依舊保留其顯著特點(diǎn)，但是它們的屬性已不再適用。</p><p>　　歐洲很多品牌，如零售，航空旅游，電信類，已經(jīng)面臨著這種情況。其中許多有著區(qū)別性的強(qiáng)勢(shì)品牌，如法國(guó)電信，英國(guó)航空公司，或馬莎百貨強(qiáng)調(diào)他們的起源和根源：品牌。</p><p>　　目前這種情況的一個(gè)例子是觀察Waitrose，一家高檔英國(guó)雜貨零售商。隨著信貸緊縮，主流消費(fèi)群體正在遠(yuǎn)離高價(jià)產(chǎn)品，

45、因?yàn)樗鼈冋J(rèn)識(shí)到可接受的質(zhì)量存在別處。倫理和“英國(guó)土生土長(zhǎng)”的Waitrose的權(quán)益的一部分對(duì)于那些正轉(zhuǎn)向更便宜甚至到“洋”品牌，如歐洲硬折扣零售商Aldi和Lidl來說是無足輕重的。這是競(jìng)爭(zhēng)相當(dāng)強(qiáng)烈的英國(guó)市場(chǎng)。</p><p>　　像Waitrose這樣的品牌，現(xiàn)在面臨一個(gè)嚴(yán)峻的問題：如果現(xiàn)在的我完全失去了品牌資產(chǎn)，這樣我就可以成為協(xié)會(huì)的有關(guān)的新消費(fèi)者嗎？對(duì)這個(gè)問題的答案通常是否定的。</p>&l

46、t;p>　　品牌需要發(fā)展自己的傳統(tǒng)，通過輔之更多的相關(guān)購(gòu)買的驅(qū)動(dòng)程序，以確保他們能夠與自己的競(jìng)爭(zhēng)對(duì)手區(qū)別開來。他們需要升級(jí)的業(yè)務(wù)不同的接觸點(diǎn)，創(chuàng)造新的產(chǎn)品品牌，消除他人，最后啟動(dòng)新產(chǎn)品線。</p><p>　　近期公司歷史上不乏需要調(diào)整自己的品牌形象的品牌，以應(yīng)付新的場(chǎng)景和新一代的消費(fèi)者的例子。</p><p>　　當(dāng)電信公司從公共部門的企業(yè)多服務(wù)提供商演變而來，首先擴(kuò)大到移動(dòng)電話，

47、他們以此創(chuàng)造了新的品牌。這些雖然不是完全獨(dú)立于傳統(tǒng)的固定電話運(yùn)營(yíng)商的品牌，但畢竟成立了有關(guān)這一新系列的新屬性業(yè)務(wù)。當(dāng)然，品牌老化也有傳統(tǒng)的有利方面，它提供的擴(kuò)展性，可靠性和信任，補(bǔ)充了新的移動(dòng)個(gè)性品牌。這意味著，老品牌的固定電話有能力與年輕的攻擊品牌同臺(tái)競(jìng)爭(zhēng)。</p><p>　　有關(guān)這方面的最成功的例子之一是在西班牙和拉丁美洲建立和鞏固西班牙電信的Movistar公司品牌。該品牌在其核心市場(chǎng)（西班牙和拉美市場(chǎng)）

48、有西班牙電信強(qiáng)大的信任，并作為擁有大的、傳統(tǒng)的和擔(dān)負(fù)著西班牙國(guó)家義不容辭的責(zé)任的權(quán)益杠桿。西班牙方面方程失去了意義，甚至成為西班牙負(fù)拉丁美洲，該公司希望從 “西班牙殖民主義又來了”中擺脫出來。</p><p>　　其次，移動(dòng)通信的出現(xiàn)，要求它與消費(fèi)者之間要有更多的情感關(guān)系。在這方面，西班牙電信通過與相關(guān)的消費(fèi)者和企業(yè)的聯(lián)系，咨詢其質(zhì)量、創(chuàng)新和其他相關(guān)屬性的信息，以此建立信任。</p><p&g

49、t;　　最后，說到西班牙根源，要強(qiáng)調(diào)的是合作精神是他們企業(yè)進(jìn)步根源，其中突出了該公司在新興市場(chǎng)的拓展經(jīng)濟(jì)所產(chǎn)生積極的影響。同時(shí)，它開發(fā)年輕的Movistar的品牌。這個(gè)品牌會(huì)受到西班牙電信股權(quán)的支持，會(huì)使手機(jī)通話更加安全。</p><p>　　但是，品牌老化問題并不限于一個(gè)愛國(guó)的傳統(tǒng)，這可以看出從漢堡王的例子中看出。</p><p>　　漢堡王是屬于那種始終落后的“老”品牌的類別。其信息的

50、本質(zhì)是“我們用你們的方式做出更好的漢堡”，這與全世界的那些覺得麥當(dāng)勞快餐店更容易接受的消費(fèi)群體無關(guān)，麥當(dāng)勞快餐店的信息本質(zhì)是溝通。</p><p>　　漢堡王花時(shí)間對(duì)自己的所有權(quán)結(jié)構(gòu)、廣告宣傳、管理團(tuán)隊(duì)以及進(jìn)入市場(chǎng)策略做了一些改變之后，終于明白，它的品牌是不適合18-35歲的男性的需要。它認(rèn)識(shí)到這一點(diǎn)后很快采取了適當(dāng)行動(dòng)，一改它往日的快餐巨人形象，重塑其品牌，掘根溯源，對(duì)四個(gè)詩產(chǎn)品，價(jià)格，促銷和地點(diǎn)進(jìn)行改革。&l

51、t;/p><p>　　漢堡王的品牌把“更好的漢堡包”重新定位在一個(gè)“違規(guī)”、在政治上“不正確”的位置，它的定位，幾乎告訴消費(fèi)者，“是的，我們知道它是快餐，我們知道它是紅色的肉，但是這是你喜歡的，你喜歡我們的大而油膩漢堡，沒有人需要告訴你什么對(duì)你好，什么對(duì)你不好?！痹偌由洗竽憚?chuàng)新的社會(huì)化媒體廣告運(yùn)動(dòng)，這使?jié)h堡王擁有了超過13季度的連續(xù)的銷售增長(zhǎng)。</p><p>　　在英國(guó)，我們最近觀察了怎樣完

52、成在老齡化的品牌產(chǎn)品線上死去，然后徹底改造自己。這種情況跟上面所述的完全不同，因?yàn)樵谝粋€(gè)品牌聯(lián)系不同的消費(fèi)者之前，要把它假定存在的各項(xiàng)權(quán)益需要徹底消滅。這可能是把基本品牌轉(zhuǎn)換為從Virgin Megastore到Zavvi的可見的零售連鎖店的一種途徑。</p><p>　　（再比如要把）零售商的CD店管理轉(zhuǎn)向視頻游戲，首先要考慮他們強(qiáng)大的傳統(tǒng)品牌，維爾京，是不是依舊符合他們發(fā)展新業(yè)務(wù)的需要。這很有趣，因?yàn)樗馕吨?/p>

53、背離一直在擴(kuò)大品牌進(jìn)入新領(lǐng)土方面做的很好的理查德布蘭森的維珍部分股權(quán)的意愿，而且不再與連鎖店想要達(dá)到的新的消費(fèi)鏈段目標(biāo)有關(guān)系。在這種情況下，他們徹底消滅了所有的品牌資產(chǎn)，開發(fā)一個(gè)新品牌和新標(biāo)志。</p><p>　　并非所有的案例都是這樣戲劇性的。有時(shí)品牌需要?jiǎng)?chuàng)新只是為了振興自己，使自己具有相關(guān)的戰(zhàn)術(shù)解決方案。例如，酒類行業(yè)發(fā)現(xiàn)：消費(fèi)者喜歡從馬提尼酒杯喝酒，所以你擁有了欲望，也擁有了城市的國(guó)際化，把伏特加酒和三秒

54、帶回到現(xiàn)場(chǎng)；或者（思考）怎么樣把你的咖啡里加些貝利斯？</p><p>　　從這些例子中，我們可以看到企業(yè)面臨品牌老化時(shí)選擇的不同的方向。</p><p>　　西班牙電信和保持其強(qiáng)大功能屬性，得益于此，開發(fā)出一個(gè)新的品牌，可以用一種更加相關(guān)的語言與消費(fèi)者交談；漢堡王使他的品牌圍繞著他的核心質(zhì)量，在四個(gè)屬性上作出投資，重塑其形象，使Zavvi成為一個(gè)跟他的遺產(chǎn)品牌（維爾京）完全不同的品牌。&

55、lt;/p><p>　　作出這些決定之前，所有這些公司需要了解他們的消費(fèi)者的購(gòu)買力，了解他們的傳統(tǒng)品牌是不是還具備和他們的競(jìng)爭(zhēng)對(duì)手區(qū)別開來的屬性。</p><p>　　品牌老化嚴(yán)重，這是產(chǎn)業(yè)多樣化所面臨的現(xiàn)實(shí)。對(duì)于一個(gè)公司來說，承認(rèn)其品牌老化是比較困難的。因?yàn)橐坏┰摴境姓J(rèn)變革的需求，就必須考慮他們的遺贈(zèng)和強(qiáng)大的品牌資產(chǎn)，其中最重要的決定，是決定發(fā)展原來的舊資產(chǎn)，還是開發(fā)一個(gè)全新的品牌。只有對(duì)