戰(zhàn)略管理外文翻譯--國際化戰(zhàn)略形成

1、<p><b>　　國際化戰(zhàn)略形成</b></p><p>　　Richard. E. Caves., Management and Administration, Macmillan Press Ltd., 2005</p><p>　　工商企業(yè)日趨國際化，但他們中大多數(shù)不是出于戰(zhàn)略上的選擇，而是經(jīng)歷了一個緩慢的“循序漸進(jìn)”的過程。有些公司開始被吸引到國際

2、市場上來，是因?yàn)槭盏搅苏疑祥T來的定單，在發(fā)現(xiàn)新的機(jī)會之后，通過一系列步驟走向國外建立生產(chǎn)廣家。有些公司主動進(jìn)行國際經(jīng)營是為了對付寡頭賣主壟斷的威脅。還有些公司則是碰上了特殊機(jī)遇，通過在國外經(jīng)營來開發(fā)資源供應(yīng)，獲得外國技術(shù)或提高生產(chǎn)效率。許多公司在成為全球性企業(yè)的某一階段，都被生動地描繪成由一種特別關(guān)系網(wǎng)把不同國家各種各樣的公司聯(lián)系在一起的投資組合。</p><p>　　這些早期的經(jīng)營措施，很難說是完整的全球戰(zhàn)略的

3、一部分。但是由于國際范圍的競爭、國家控制措施和公司日漸意識到增效利益而產(chǎn)生壓力時，越來越多的公司在制定全球戰(zhàn)略，采用全球規(guī)劃程序。全球戰(zhàn)略是表示企業(yè)戰(zhàn)略的一項(xiàng)計(jì)劃，考慮到地理來源和地理機(jī)遇及限制，從其有限資源的地理分布中，最大限度地?cái)U(kuò)大選擇的目標(biāo)。</p><p>　　全球戰(zhàn)略，除了包括公司如何進(jìn)入新的市場、要擁有些什么和如何進(jìn)行全球運(yùn)作外，還包括制定規(guī)劃、選擇時機(jī)和確定公司的經(jīng)營地點(diǎn)和資源。合理地制定全球戰(zhàn)略，

4、需要認(rèn)真評估全球各種可選擇的方案和每個方案涉及的風(fēng)險。制訂全球戰(zhàn)略，決策者絕不要對任何國家充滿盲目性，必須先考慮到世界市場及世界資源的分布，再考慮單獨(dú)某一國家的市場和資源。全球戰(zhàn)略旨在于在多國的基礎(chǔ)上取得最大的效益，而不是把國際經(jīng)營活動當(dāng)作不同國家的業(yè)務(wù)組合。</p><p>　　需要有一個全球戰(zhàn)略的基本原因，是多數(shù)產(chǎn)品和生產(chǎn)要素市場超越了國家的界限，但最終決定經(jīng)營的競爭，并不局限在個別的地點(diǎn)和國家市場。因此，為

5、了保持具有競爭性，或者變?yōu)榫哂懈偁幮?，大多?shù)公司的戰(zhàn)略范圍必須包括國內(nèi)外市場的威脅和機(jī)遇。如果國內(nèi)競爭者的視野拓寬，規(guī)模擴(kuò)大，而這家公司仍舊小規(guī)模經(jīng)營，就會發(fā)現(xiàn)自己不能在研究或產(chǎn)品開發(fā)方面與他人并駕齊驅(qū)。即使國內(nèi)競爭沒有迅速擴(kuò)展到其他市場，外國公司也會采取氣勢逼人的戰(zhàn)略。當(dāng)日本的公司大規(guī)模地打入歐美傳統(tǒng)市場的時候，歐美許多產(chǎn)業(yè)的公司對這種競爭性的挑戰(zhàn)大都毫無準(zhǔn)備。凡在全球戰(zhàn)略中沒有包括日本人銳意爭取的那些價格區(qū)段的汽車公司，立即在成本上

6、處于不利地位。在摩托車工業(yè)中，把迅速增長的市場拱手讓與日本競爭者的情況更為嚴(yán)重。很多著名的公司完全銷聲匿跡。</p><p>　　在美國市場上，取得成就會領(lǐng)先，所以美國公司過去在產(chǎn)品壽命的最初階段不必從全球的角度來考慮。由于美國人口眾多、工資率高、可自由支配的購買力大，并且勇于創(chuàng)新，美國市場多年來對許多產(chǎn)品的容納率和增長率，在世界上都是名列前茅。反過來看，美國以外的公司則從產(chǎn)品開發(fā)一開始，就需要進(jìn)行全球通盤規(guī)劃。

7、采用先進(jìn)技術(shù)的英國公司、，很可能發(fā)現(xiàn)美國的需求比英國的需求增長得快。如果把英國的需求拱手讓與美國的競爭者，那么美國競爭者的銷售額和經(jīng)驗(yàn)很快會超過英國公司?，F(xiàn)在美國的工資率和人均國民生產(chǎn)總值不再高出歐洲很多，也許輪到美國公司應(yīng)該按照歐洲市場的需求來設(shè)計(jì)產(chǎn)品，因?yàn)樵跉W洲市場上銷售這些產(chǎn)品，很可能會超過美國市場。</p><p>　　凡是由于未能選擇最廉價的貨源而在競爭中落后的公司，都暴露出缺乏全球戰(zhàn)略思想。在其他一些

8、情況下，企業(yè)也許已經(jīng)獲得世界市場的份額和廉價的貨源，但是這是以財(cái)政優(yōu)勢或比其外國競爭者相對靈活為代價取得的。借助于需要變動和技術(shù)變革，較小的競爭者已經(jīng)能夠超過他們。</p><p>　　世界上國家很多，跨國公司必須要在選擇市場時樹立優(yōu)勢，根據(jù)市場進(jìn)行戰(zhàn)略評估和選擇經(jīng)營任務(wù)。必須決定戰(zhàn)略評估是根據(jù)一個主要的單一市場，許多單一市場，還是許多市場中的某些部分進(jìn)行的。這家公司還要決定為負(fù)責(zé)貫徹這一戰(zhàn)略評估如何進(jìn)行組織，是

9、由總部來進(jìn)行，由多國委員會來進(jìn)行，還是由本國的公司來進(jìn)行？</p><p>　　單一主要市場方法，也叫做中心市場方法。在這種方法中，公司根據(jù)一國市場選擇經(jīng)營任務(wù)，建立營銷組合，以后再擴(kuò)展到其他國家的市場。這一方法減少決策問題，由于地域擴(kuò)展的邊際成本低，還可以帶來高利潤。但是公司應(yīng)該選擇哪一個為中心市場呢？通常公司從國內(nèi)市場開始，但是這不一定是最好的選擇。一些日本和歐洲公司，已經(jīng)為某些有選擇的產(chǎn)品選擇了收入高和要求

10、高的美國市場。美國的市場巨大，有利也有弊。許多歐洲人對在這樣巨大的市場上進(jìn)行通訊和協(xié)調(diào)工作所需要的代價望而卻步，因此不敢把首先在美國市場上進(jìn)行生產(chǎn)作為其世界產(chǎn)品戰(zhàn)略的一部分。</p><p>　　多元市場方法意味著高度的分散。如果當(dāng)?shù)厍闆r特殊，需要比如化肥和農(nóng)藥之類的某些特殊商品，大規(guī)模經(jīng)濟(jì)生產(chǎn)并不重要，公司的競爭優(yōu)勢取決于生產(chǎn)能力而不取決于先進(jìn)的產(chǎn)品設(shè)計(jì)等，那么在這些情況下，多元市場方法也許是最好的戰(zhàn)略。比如對

11、像鋁錠之類的工業(yè)產(chǎn)品，產(chǎn)品的使用方式、顧客的態(tài)度和目標(biāo)客戶團(tuán)體等市場特點(diǎn)，可能在許多國家都大致相似，因此最佳戰(zhàn)略可能是集中開發(fā)更經(jīng)濟(jì)的生產(chǎn)過程，形成具有競爭力的成本優(yōu)勢。</p><p>　　在細(xì)分市場方法中，企業(yè)要在國內(nèi)市場中認(rèn)準(zhǔn)那些在境外能夠受到不同對待從而獲利的細(xì)分市場。有些細(xì)分市場很小，在任何一個國家都沒有充足的理由使單一國家的企業(yè)開發(fā)適宜的產(chǎn)品或?yàn)殚_發(fā)市場進(jìn)行必要的投資。然而，在世界范圍內(nèi)或在若干國家之

12、中，為這一細(xì)分市場付出這樣的代價則完全是正當(dāng)?shù)摹?lt;/p><p>　　歸根結(jié)底，全球戰(zhàn)略的制訂是由管理人員的全球經(jīng)營思路決定的。全球戰(zhàn)略的設(shè)計(jì)和實(shí)施，要求總公司和子公司的管理人員，都要遵循同一全球策略，既不能視子公司為只是跟著總部指揮棒轉(zhuǎn)的附屬機(jī)構(gòu)，也不能視為是獨(dú)立的城邦，而要看作是整體的一部分，無論從全球目標(biāo)還是從當(dāng)?shù)氐哪繕?biāo)來說，都要如此。全系統(tǒng)的每一部分都發(fā)揮各自的特長，做出各自的獨(dú)特貢獻(xiàn)。這種方法通常被稱為

13、“地心說”，是總公司和子公司齊心協(xié)力制訂出全球的統(tǒng)一標(biāo)準(zhǔn)，但根據(jù)各地情況允許統(tǒng)一標(biāo)準(zhǔn)略有差異，并據(jù)此做出重大決策。但是，地心說要求對子公司的管理人員實(shí)行獎勵制度，鼓勵他們?yōu)槿蚰繕?biāo)努力，而不只是僅僅為了達(dá)到本國的目標(biāo)。</p><p>　　在國際化的企業(yè)中，總公司對子公司的定位一般有三種類型：（重視本國的）民族中心主義型、（重視所在國的）多中心型和（重視全世界的）地球中心型。</p><p&g

14、t;　　民族中心主義態(tài)度的特點(diǎn)可以歸納為：“我們本國人比總公司和子公司中的任何外國人都優(yōu)越、可靠和值得信任?！痹谶@樣的公司里，工作標(biāo)準(zhǔn)和決策規(guī)則一般要根據(jù)本國的標(biāo)準(zhǔn)。民族中心主義是和全球戰(zhàn)略背道而馳的，因?yàn)檫@種方法缺少良好的反饋，并且熟悉經(jīng)營地區(qū)當(dāng)?shù)厍闆r的管理人員的經(jīng)驗(yàn)和看法在制定決策中得不到適當(dāng)?shù)闹匾暋?lt;/p><p>　　多中心的公司走向另一個極端，認(rèn)為當(dāng)?shù)厝藢η闆r最為熟悉，他們的想法對公司總是最有利，跨國公

15、司在所在國開設(shè)的企業(yè)在特色和做法上部應(yīng)該盡量當(dāng)?shù)鼗?。這類公司更像是一個半獨(dú)立的子公司的聯(lián)合體。多中心的管理政策可能會犧牲跨國經(jīng)營的大部分統(tǒng)一和增效利益。多中心主義的代價是重復(fù)勞動和對本國經(jīng)驗(yàn)不能有效利用所造成的浪費(fèi)。這種方法的優(yōu)點(diǎn)是能夠充分利用當(dāng)?shù)氐馁Y源和人力，而付出的代價是犧牲全球的增長和效率。</p><p>　　唯我主義也有代價，大部分是通訊旅行費(fèi)用，由于想要對人員進(jìn)行全球目標(biāo)的教育和取得共識而在決策上花費(fèi)

16、的時間，以及有一個相當(dāng)大的總部官僚機(jī)構(gòu)所花的費(fèi)用。但是這些代價的回報卻是整個企業(yè)更加客觀的經(jīng)營，利用整個世界的資源，提高地方公司的管理水平，對全球目標(biāo)更多的責(zé)任感，以及最后，但并非最不重要的一點(diǎn)是利潤。當(dāng)然，全球型企業(yè)的成功取決于它是否有足夠的全球型的管理人員。</p><p>　　Going International</p><p>　　Business enterprises hav

17、e become increasingly international but most of them go international by a process of creeping "incremental-ism" rather than by strategy choice. Some firms are first attracted to foreign markets by unsolicited

18、export orders and, after discovering new opportunities, move through a series of stages to the establishment of foreign production facilities. Other firms initiate international activities in response to threats to an ol

19、igopoly position. Still others respond to spec</p><p>　　Rarely are these early moves part of a comprehensive global strategy. But as pressures arise from competition in an international scale and from countr

20、y control programs, and as firms become increasingly aware of synergistic benefits, more and more are building global strategies and adopting global planning procedures. A global strategy is a plan expressing an enterpri

21、se's strategy for maximizing its chosen objectives through geographical allocation of its limited resources, taking into account </p><p>　　A global strategy encompasses the planning, timing, and location

22、 of a firm's activities and resources as well as its strategies for how it will enter new markets, what it will own, and how it will manage the global operation. The construction of a global strategy on a rational ba

23、sis requires a careful assessment of the global alternatives and the risks involved for each. To build a global strategy, the decision maker must be free of any national blinders and consider world markets and world reso

24、</p><p>　　The basic reasons for having a global strategy are that most product and factor markets extend beyond the boundaries of a single country and the competition that ultimately determines performance i

25、s not constrained to individual locations and country markets. To remain competitive, or to become competitive, the strategy horizon for most firms must, therefore, encompass threats and opportunities of both domestic an

26、d foreign origin. If its domestic competitors extend their horizons to include a br</p><p>　　Many U. S. firms did not need in the past to think globally at the early stages of a product's life because le

27、adership coincided with achievement in the U. S. market. With its large population, high-wage rates, high discretionary spending power, and high propensity to innovate, the U-S. market was for many years the leader in ad

28、option 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. </p><p>　　Absence of global thinking

29、also shows up where firms have been left behind in the competitive race because they failed to tap the cheapest sources of supply. In still other cases, firms may have achieved global market share and cheapest supplies,

30、but at the expense of their financial strength or flexibility relative to foreign competitors. Assisted by a fluctuation in demand or technological changes, smaller competitors have been able to overtake them.</p>

31、<p>　　Since there are so many countries in the world, the multinational firm must establish priorities for selecting those markets against which it will make this strategic evaluation and choice of its business mis

32、sion. It must decide whether strategic evaluation is carried out against one major single market, many single markets, or some segments of many markets. It must also decide how it is going to organize the responsibility

33、for carrying through this strategic assessment. Will it be done by centr</p><p>　　In the major single market, or central market, approach, the firm selects its mission based on one national market and establ

34、ishes a marketing mix, and later expands to other national markets. This approach reduces decision problems and can bring high profits because of the low marginal cost of geographic extensions. But which central market s

35、hould the firm choose? Normally, the firm begins with its home market, but this may not be the best choice. Some Japanese and European firms have selected </p><p>　　The multiple market approach implies a hig

36、h degree of decentralization. It may be the best strategy in situations where special local conditions require particular products, such as fertilizers and pesticides, where economies of large-scale production are not im

37、portant, and where the firm's competitive advantage depends upon capabilities other than advanced product design. In the case of an industrial product such as aluminum ingots, for example, the market characteristics

38、such as product usage </p><p>　　In the market segment approach, the firm identifies segments of national markets that could profitably be given separate treatment across national boundaries. Small market seg

39、ments in individual countries may be insufficient for any one country unit to justify development of an appropriate product or to make the necessary investment in market development. World-wide or for a number of countri

40、es, however, such a segment may readily justify the expense.</p><p>　　In the last analysis, developing a global strategy depends upon the way executives think about doing business around the world. The desig

41、n and implementation of a global strategy require that managers in both headquarters and subsidiaries follow a worldwide approach which considers subsidiaries as neither satellites nor independent city-states but as part

42、s of a whole, the focus of which is on worldwide as well as local objectives. And each part of the system makes its unique contribution with it</p><p>　　In international enterprises, there are three general

43、types of headquarters' orientation toward subsidiaries; ethnocentric (home-country oriented), polycentric (or host-country oriented) , and geocentric (world oriented).</p><p>　　The ethnocentric attitude

44、 can be characterized as: "We, the home-country nationals, are superior to, more trustworthy than, and more reliable than any foreigners in headquarters or the subsidiaries.” In such firms, performance criteria and

45、decision rules are generally based on home-country standards. Ethnocentrism works against a global strategy because of a lack of good feed back and because the experience and views of managers familiar with local conditi

46、ons in the areas of operation do not car</p><p>　　Polycentric firms go to the other extreme by assuming that local people always know what is best for them and that the unit of the multinational enterprise l

47、ocated in a host country should be as local in identity and behavior as possible. A polycentric firm is more akin to a confederation of quasi-independent subsidiaries. A polycentric management philosophy is likely to sac

48、rifice most of the unification and synergistic benefits of multinational operation. The costs of polycentrism are the waste</p><p>　　Egocentrism also has costs, largely-related to communication and travel ex

49、pense, time spent in decision making because of the desire to educate personnel about global objectives and to secure consensus, and the expense of a relatively large headquarters bureaucracy. But the payoffs are a more

50、objective total enterprise performance, worldwide utilization of resources, improvement of local company management, a greater sense of commitment to worldwide goals, and, last but not least, more profit. A</p>&l

51、t;p><b>　　企業(yè)品牌戰(zhàn)略研究</b></p><p>　　Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].Marketing Science,2010(2):52-61.</p><p>　　在經(jīng)濟(jì)全球化的今天，如何適應(yīng)國際化潮流，建立強(qiáng)勢品牌，提高競爭能力，已經(jīng)成為國

52、內(nèi)企業(yè)面臨的迫切問題。本文在分析我國企業(yè)營銷品牌發(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)營銷中的作用。企業(yè)需要綜合運(yùn)用多種競爭手段提高品質(zhì)，搞好品牌定位，塑造良好的品牌形象。</p><p>　　一、日系品牌全線崩潰</p><p>　　2006年11月22日上午，NEC宣布將推出2G及2.5G手機(jī)市場，這意味著繼夏普、松下、東芝、三菱、三洋之后又一家手機(jī)廠

53、商退出中國市場，日系手機(jī)除京瓷外幾乎全部退出中國2G手機(jī)市場的爭奪。</p><p>　　對于日系手機(jī)敗退，乃至日系家電走到中國市場的低谷，主要原因有以下幾點(diǎn)：意識企業(yè)制度呆板，決策困難，反應(yīng)速度慢，與另市場現(xiàn)實(shí)格格不入，難以適應(yīng)快速變化的中國市場；二是市場營銷能力弱，產(chǎn)品規(guī)劃能力不強(qiáng)，很難很據(jù)自己對市場的判斷與預(yù)測推出迎合消費(fèi)者需求的產(chǎn)品，一直處于跟風(fēng)的被動局面，無法滿足中國市場的需要；三是未能把握住產(chǎn)業(yè)轉(zhuǎn)型最

54、佳時機(jī)，是日系家電企業(yè)失去市場主導(dǎo)地位的重要原因。</p><p>　　日系企業(yè)在中國市場走到邊緣是否引起我們民族企業(yè)的深思？欲走國際化路線的企業(yè)又是否從“日系企業(yè)”的背后吸取教訓(xùn)？</p><p>　　二、我國企業(yè)實(shí)施品牌戰(zhàn)略的現(xiàn)狀分析</p><p>　　1、眾多昔日名牌“曇花一現(xiàn)”</p><p>　　中外企業(yè)在市場上的品牌大戰(zhàn)，使剛剛

55、成長起來的民族品牌受到極大的沖擊。上世紀(jì)80年代稍有知名度的品牌，不是被搶注商標(biāo)，就是被收購、擠垮，既是殘留下來的也是慘淡經(jīng)營，真正發(fā)展起來的極為有限。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，其后的品牌形象就一再下滑。</p><p>　　2、品牌戰(zhàn)略已日漸引起國內(nèi)企業(yè)重視，政府的扶持</p><p>　　自上世界80年代改革以來

56、，我國社會主義經(jīng)濟(jì)建設(shè)取得了令人矚目的成就，從計(jì)劃經(jīng)濟(jì)時代走向市場經(jīng)濟(jì)時代的中國企業(yè)，品牌經(jīng)營從無到有。</p><p>　　資料顯示，各地政府在對名牌的重視程度、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、沈陽等市對中國名牌企業(yè)的獎勵為100萬元，大連為300萬元，對獲省市名牌的企業(yè)獎勵10萬元~20萬元。</p><p>　　2007年1月8日至1月11日，第40界國

57、際消費(fèi)電子展（CES）在美國拉斯維加斯的威尼斯酒店開幕。在CES上我們民族企業(yè)取得驕人的業(yè)績。據(jù)了解，今年中國有4000人注冊參與CES，包括廠商，媒體和觀眾，在展館中，有327家參展商。海爾被全球最權(quán)威的消費(fèi)電子行業(yè)媒體《TWICE》評選為消費(fèi)電子第一品牌。</p><p>　　3、洋品牌的低位在多數(shù)行業(yè)仍是難以動搖的</p><p>　　但是，我們也應(yīng)看到，面對市場上紛繁的產(chǎn)品，真正能

58、讓消費(fèi)者脫口而出的國內(nèi)品牌屈指可數(shù)。隨著對外開放的深入，國際上一些大公司紛紛擠入中國市場，一時間中國市場上充斥著“索尼”、“可口可樂”、“飄柔”、“奔馳”等種種國際名牌，這些名目眾多的洋品牌猛烈地撞擊著中國的民族品牌。雖然在家電行業(yè)，以海爾品牌為首，“康佳”、“長虹”、“TCL”等國產(chǎn)名牌已發(fā)展得不錯，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在競爭劣勢；在IT行業(yè)，“聯(lián)想”、“方正”、“長城”等品牌的競爭力都有明顯提高，但與歐

59、美、日本等國的產(chǎn)品相比，品牌知名度仍有不足；在日用消費(fèi)品市場，“寶潔”、“利華”、“漢高”等國際公司已形成三足鼎立之勢、</p><p>　　三、我國企業(yè)實(shí)施品牌戰(zhàn)略中存在的主要問題及誤區(qū)</p><p>　　目前，中國品牌走向國際市場有著巨大的機(jī)遇與空間，品牌的國際化已不可避免，然而品牌建設(shè)中也存在著不盡如人意的問題。</p><p>　　我國企業(yè)實(shí)施品牌建設(shè)存在

60、的問題：</p><p>　　從微觀企業(yè)自身因素角度：存在技術(shù)開發(fā)能力不足，品牌競爭能力不強(qiáng)；品牌個性不足，缺乏創(chuàng)新個發(fā)展能力；生產(chǎn)和經(jīng)營規(guī)模偏小，品牌發(fā)展缺乏整體規(guī)劃；出口和國際經(jīng)營能力偏弱，品牌意識不強(qiáng)；品牌定位不明確，存在較大的盲目性等一系列因素。從宏觀社會環(huán)境因素上講：社會機(jī)制有待進(jìn)一步改善，政府法規(guī)的支撐需要進(jìn)一步加強(qiáng)，國家的產(chǎn)業(yè)政策，出口導(dǎo)向型政策對不同的行業(yè)起著不同的促進(jìn)各限制作用，金融環(huán)境對于去也

61、的投資能力和市場擴(kuò)張能力也有相當(dāng)重要的影響力。我國建立市場體制也有好多年了，雖有了很大改善但仍不健全，有些方面還未真正適應(yīng)市場經(jīng)濟(jì)的要求，消費(fèi)者的心理還未完全成熟。</p><p>　　忽視品牌投資，急功近利</p><p>　　經(jīng)濟(jì)全球化背景下，國際競爭越來越表現(xiàn)為品牌的競爭，現(xiàn)代跨國公司絕大多數(shù)都是知名品牌公司，尤其注重品牌戰(zhàn)略的運(yùn)用，通過品牌這種全方位的輸出形態(tài)，跨國公司占領(lǐng)了國際市

62、場，可以毫不夸張地說，至今，品牌已是跨國公司實(shí)現(xiàn)全球戰(zhàn)略目標(biāo)的銳利武器，是實(shí)現(xiàn)資本擴(kuò)張的重要手段。</p><p>　　冰凍三尺非一日之寒。品牌絕對不可能在短期內(nèi)創(chuàng)造出來，是一個長期積累的過程。很多企業(yè)沒有清醒地認(rèn)識到這一點(diǎn)，妄圖在短時間內(nèi)創(chuàng)造出一個品牌，而忽視了長遠(yuǎn)的規(guī)劃和戰(zhàn)略。</p><p>　　2、品牌戰(zhàn)略一項(xiàng)系統(tǒng)工程</p><p>　　品牌戰(zhàn)略的實(shí)施是一

63、項(xiàng)系統(tǒng)工程，是企業(yè)整體發(fā)展戰(zhàn)略與競爭戰(zhàn)略的重要組成部分。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)營理念和高超的動作技巧，但國內(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；好的品牌是個令人滿意的視覺標(biāo)識而已；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

64、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)品價格等，有的企業(yè)甚至在品牌低價出售轉(zhuǎn)讓，如我國現(xiàn)有20多萬個“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——喪失了本國企業(yè)自身品牌、產(chǎn)品與知識產(chǎn)權(quán)，民族企業(yè)競爭力究竟何在！</p><p>　　3、產(chǎn)品是企業(yè)在市場競爭中競爭優(yōu)勢可

65、以很快被競爭對手模仿、超越，而品牌卻難以逾越，真正持久的競爭優(yōu)勢來自于不斷創(chuàng)新，以“不變”應(yīng)“萬變”。</p><p>　　品牌是核心競爭力的集中表現(xiàn)。市場是瞬息萬變的，任何品牌都面臨著隨波逐流被淘汰的危險。過于看重現(xiàn)有的成績，不重視創(chuàng)新，是導(dǎo)致很多品牌“下馬”的重要原因?？煽诳蓸饭厩叭问紫癄I銷官塞爾奇曼說，“品牌是唯一使公司產(chǎn)品和服務(wù)有別于競爭對手標(biāo)志，是開辟市場最有效的武器，優(yōu)秀的品牌讓你的品牌脫穎而出。”

66、產(chǎn)品的物理屬性、數(shù)量、價格、質(zhì)量、服務(wù)等很容易被競爭對手模仿，而品牌除了產(chǎn)品本身，還包含了附加在產(chǎn)品上的文化、背景、情感、消費(fèi)者認(rèn)識等無形的東西，使企業(yè)永遠(yuǎn)立足于市場競爭的不敗之地。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。品牌是市場中企業(yè)相互區(qū)別的重要標(biāo)志，是消費(fèi)者進(jìn)行消費(fèi)的風(fēng)向標(biāo)，以品牌為核心已成為企業(yè)重組和資源重新配置的重要機(jī)制。</p><p>　　四、名族企業(yè)在品牌國際化進(jìn)程中如何進(jìn)行

67、品牌定位</p><p>　　1、以科技為后盾，樹立“質(zhì)量第一，以質(zhì)取勝”的理念，品牌的時尚要素、個性化的突出。</p><p>　　產(chǎn)品質(zhì)量是創(chuàng)造品牌的基石。產(chǎn)品的競爭力表現(xiàn)為品牌的競爭，而品牌競爭多一張的則是產(chǎn)品的內(nèi)在質(zhì)量。一個品牌成長為品牌靠的是質(zhì)量，一個品牌在市場上倒牌也不多是因?yàn)橘|(zhì)量出了問題，所以，可以說，質(zhì)量是品牌生命之所系。</p><p>　　此外，

68、企業(yè)還應(yīng)借鑒國外成功經(jīng)驗(yàn)，提高自己的設(shè)計(jì)開發(fā)才能。企業(yè)要敢在新技術(shù)革命的挑戰(zhàn)中創(chuàng)造自己的品牌，提高產(chǎn)品的市場競爭能力，就必須在技術(shù)創(chuàng)造上下功夫。在世界個性化趨勢的變化中，顧客的價值體驗(yàn)和差異化價值實(shí)現(xiàn)已經(jīng)直接決定了產(chǎn)品的最終銷售，個性化服務(wù)不可或缺。</p><p>　　2、強(qiáng)化市場營銷，提高品牌認(rèn)知度，將品牌戰(zhàn)略有機(jī)融合于企業(yè)整體戰(zhàn)略，并促進(jìn)整體戰(zhàn)略的發(fā)展。</p><p>　　市場營銷

69、是實(shí)施品牌戰(zhàn)略中的重要一環(huán)。通過選擇正確的市場營銷方式，可以有效地利用品牌效應(yīng)讓品牌家喻戶曉，擴(kuò)大市場占有率。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。一個品牌形象的塑造絕不僅僅是品牌自身的事情，涉及到企業(yè)經(jīng)營管理的所有重大戰(zhàn)略決策，這些重大決策都要自覺地圍繞品牌來進(jìn)行，來展開。</p><p>　　Brand Strategy Research</p><p>　

70、　Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].Marketing Science,2010(2):52-61.</p><p>　　Economic globalization, how to adapt to international trends, establish, a strong brand and enhan

71、ce our competitiveness, have become 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 mean

72、s of competition to increase brand awarenss, improve brand positioning, an create a good brand image.</p><p>　　First, Japanese brands across the board defeat.</p><p>　　November 22,2006 morning,

73、NEC announces that it would withdraw from 2G and 2.5mobile phone market, with means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese mark

74、et, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.</p><p>　　If we sum up the Chinese household appliance market， today any different from ten years ago

75、，I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterpris system, decision-marketing difficult, the reaction was slow

76、, incompatible with the reality of the Chinese market; Second is weak in marketing, product planning capacity is not strong, it is difficult to judge according to their market lacunch to me</p><p>　　Japanese

77、 companies come to the edge in the Chinese market is causing companies think deeply about our nation? To make the international route and whether the enterprise of “Japanese Company” to the lessons learned behind? Second

78、, the brand strategy implementation in China the Current Situation Many old famous “flash in the pen”.</p><p>　　Chinese and foreign enterprises in the market the brand war, just grow up to be a great impact

79、on national brands. The last century, a little-know 80’s brand, not being registered by trademark, is to be acquired, squeeze, even if theresidue is hard going down really developed very limited. Here atypical case, the

80、last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon, the subsequent deline in brand image is repeated.</p><p>　　Brand strategy has been an

81、 increasing emphasis on domestic enterprises caused the government to support.</p><p>　　Since the 80s of last century reform and opening up, China’s socialist econonomic construction has made remarkable achi

82、evements. From a planned economy tomarket economy era Chiness companies, brand management has grown out of nothing.</p><p>　　Information, local governments at all levels of emphasis on brand-name, organizati

83、on 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 brand-nam

84、e companies have been cities for the 100000yuan reward-200000yuan.</p><p>　　Japanese 8th 2009 year to Japanese 11th,the 40th International Cousumer Electronics Show(CES) in Las Vegas Ventian hotel opening. N

85、ational enterprises in the CES, we achieve superior results.</p><p>　　It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectato

86、rs, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics brand.</p><p>　　3.The status of foreign brands in most sectors is still difficult to shake&l

87、t;/p><p>　　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 companies have to

88、squeeze into the Chinese market, Chinese market, a time filled with “sony”, “Coca-Cola”, “rejoice”, “Benz” and various other internantional brands, many of these names foreign brands violently hitting the national brand

89、in China. Although the appliance industry, ed by haire brand, “Konka”, “Changhong</p><p>　　Third, the brand strategy implementation in China Problems and Errors.</p><p>　　Currently, Chinese bran

90、ds have a huge international market opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.</p><p>　　Our Enterprise Brand Building Problem

91、s:</p><p>　　Fators from the point of micro-enterprises themselves: there is a lace of technology development capacity; small-scale production and manahement,brand development lack of overall planning; abilit

92、y of weak erports and international operations, Brand awareness is not strong;brabd positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms

93、 need to be improved, policy, exort-oriented policies for different sectors play diff</p><p>　　2.The current situation of global economic integration, the error of the brand strategy implementation.</p>

94、;<p>　　(1)Ignore the brand investment, profit-oriented</p><p>　　Background of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming m

95、ajority of the brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the international market. It is no exaggeration to say that now, the brand has achiec

96、ed global strategic objectives of transnational corporations sharp weapon, is an important means to cheieve capital expansion.</p><p>　　Rome was not built in a day cold.Brand never be in the short term inven

97、ted to be a long process of accumulation. Many enterprises do not clearly recognize this point, attempt to create a brand in a short time, but ignored the long-term planning and strategy.</p><p>　　(2)Brand s

98、trategy is a systematic</p><p>　　The implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The emplementation of

99、 brand strategy is not rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor