如何應(yīng)對(duì)品牌老化[文獻(xiàn)翻譯]

1、<p>　　畢業(yè)論文（設(shè)計(jì)）外文翻譯</p><p>　　標(biāo)題：How To Cope With Aging Brands</p><p>　　原文：Individual brands, or even whole categories, that were once important for a particular consumer segment, become irre

2、levant as society evolves and tastes change.</p><p>　　In the past, one of the most common situations in which“brands aged badly” revolved around strong associations with national pride. Many brands, such as

3、US automakers Ford and GM, once successfully owned this space. Over time, however, the kind of brand attributes that they were associated with lost their importance as purchase drivers. This was due to a diverse set of r

4、ealities. More relevant attributes emerged such as the rise of the Japanese manufacturer Toyota’s reputation for quality in the</p><p>　　The rise of new generations of consumers—with new ideas and evolving n

5、eeds and wants—meant that although these legacy national pride associated brands retained their distinguishing characteristics from their competitors, their attributes were no longer relevant. </p><p>　　This

6、 situation has been faced by a lot of European brands in categories such as retail, air travel, telecommunications, and many others in which strong brands differentiated themselves by emphasizing their origin and roots:

7、brands like France Telecom, British Airways, or Marks & Spencer.</p><p>　　A current example of this situation is observed at Waitrose, the upscale UK grocery retailer. With the credit crunch, mainstream

8、consumer segments are moving away from premium price products as they recognize that acceptable quality exists elsewhere. The ethical and “British grown” part of the equity of Waitrose is not relevant enough to consumers

9、, who are switching to cheaper and even to “foreign” brands such as the European hard discount retailers, Aldi and Lidl, that are performing quite stro</p><p>　　Brands such as Waitrose now face a tough quest

10、ion: Should I completely lose my current brand equity association so I can become relevant to new consumers?The answer to this question is usually no.</p><p>　　Brands need to evolve their legacy to make sure

11、 the things that differentiate them from their competitors are complemented by more relevant purchase drivers. They need to upgrade the different touch points of the business, create new product brands, eliminate others,

12、 and launch new product lines.</p><p>　　Recent corporate history is littered with examples of brands needing to adjust their brand image to cope with new scenarios and a new generation of consumers.</p>

13、;<p>　　When telecommunications companies evolved from public-sector businesses to multi-service providers, first expanding into mobile telephony, they created new brands. These were not completely independent from

14、 the traditional fixed line operator branding but incorporated new attributes that were relevant to this new line of business. Again, the beneficial aspects of the legacy of the aging brand which provided scale, reliabil

15、ity, and trust were complemented by the personality of the new mobile bran</p><p>　　One of the most successful examples of this was the launch and consolidation of Telefónica’s Movistar brand in Spain a

16、nd Latin America. The Telefónica brand had a strong trust in its core Spain and Latin American markets, and it leveraged on its equity as the big, traditional, and Spanish national incumbent. The Spanish side of thi

17、s equation lost relevance in Spain and even became negative in Latin America, where the company wanted to move away from a perception of “here comes the Spanish coloni</p><p>　　Also, the emergence of mobile

18、communications required it to have a more emotional relationship with consumers. In this context, Telefónica evolved its legacy brand to dial up the aspects of its equity that were relevant to residential and corpor

19、ate consumers, such as quality, innovation, and any other magnitude related attributes that would build trust.</p><p>　　Also, its Spanish roots were shifted into emphasizing its corporate spirit of progress

20、essence, which highlighted the positive impact that the company had in developing the economy in emerging markets. In parallel, it developed the younger Movistar brand. This brand would be supported by the equity of Tele

21、fónica but would allow communication with consumers in a language that was more relevant in the mobile business.</p><p>　　But the problem of aging brands is not limited to those with a patriotic traditi

22、on, as can be seen from the example of Burger King.</p><p>　　Burger King was an “old” brand that consistently underperformed its category. The essence of its message was ”We make better burgers, have them yo

23、ur way,” and this became irrelevant to its consumer base worldwide, who felt much closer to the more emotional approach to the fast food consumption experience that McDonald’s was communicating.</p><p>　　It

24、took Burger King time and multiple changes to its ownership structure, advertising campaigns, management teams, and go-to-market strategies before it finally understood that its brand had become irrelevant to males 18–35

25、 years old. After it recognised this and took appropriate action, the fast food giant never looked back. It reshaped its brand, tapping into its roots and embracing innovation across the four Ps—Product, Price, Promotion

26、, and Place.</p><p>　　Burger King’s brand evolved its “better quality burger” approach into a rule-breaking, politically incorrect positioning in which it almost tells the consumer, “Yes, we know it is fast

27、food, we know it is red meat, but this is what you like, you 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 campai

28、gns, this put Burger King back on the map with more than13 straight quarters of sales growth.</p><p>　　Stannah Stairiifts is attempting to give its advertising a more modern feel by removing the "distre

29、ss purchase" stigma associated with its products. Leagas Delaney has won the company's £2m abovethe- line account, and will create a campaign to reinvent the UK's largest independent manufacturer of pas

30、senger lifts and vertical platforms (MW last week).</p><p>　　Stannah marketing manager Shelley Cole says the agency will be responsible for highlighting the positive aspects of its stairlifts and associated

31、range. "It is about creating more of an emotional attachment to the brand and talking to people about the category in a different way," Cole says.</p><p>　　The brand, which has traditionally concen

32、trated advertising around the mobility section of newspapers' classified pages, aims to broaden the appeal of its products among lower age brackets. "This is not just a product for very old people. We want to en

33、courage people to purchase it earlier in life," she says. The company took steps to revamp its image last year with the launch of two new models, the Solus and Sofia.</p><p>　　Stannah is among several b

34、rands that have at one time been considered second rate in the UK, but subsequently rose to prominence. A classic example is the dramatic rebirth of Skoda. Once considered a national joke, the Volkswagen-owned brand mark

35、eted itself back into favour with the launch of the "It's a Skoda. Honest" campaign.</p><p>　　Chris Hawken, who joined Skoda as marketing director in 1998, criticised the company's product-

36、centric advertising at that time for focusing on " quietly targeting non-rejections rather than actually changing perceptions". Hawken, who has since become brand communications manager at Audi, worked alo

37、ngside Fallon London to develop a strategy which used self-deprecating humour to convince consumers to reassess the company as a quality car manufacturer.</p><p>　　Hawken stresses the importance of having a

38、strong product to support any campaign tackling a poor brand image. </p><p>　　Peter Shaw, managing director of branding consultancy Brand Catalyst, agrees that for consumers to reappraise a brand there must

39、be "truth" behind the products on offer. "A major reason Skoda could shift its image was because everyone knew it was a Volkswagen [design] and respected what was happening behind the brand." he expla

40、ins.</p><p>　　Such drastic shifts are also evident in the high street, with the rise to prominence of discount retailers such as Primark. For years, the Associated British Foods-owned chain was considered hi

41、ghly unfashionable. But more recently, it has discovered a new-found status among value boutiques, cementing its place among the UK's four biggest womenswear retailers. </p><p>　　Shaw says Stannah's

42、tactics closely echo changes implemented by Saatchinvest-owned meal replacement product Complan. The Company instructed Williams Murray Hamm last year to rebrand the product with a radical new look to counter "clin

43、ical" and "elderly" perceptions ahead of the launch of its energy drink and bar.</p><p>　　But while he agrees from a corporate perspective that Stannah could successfully reposition as a modem

44、 and dynamic business, he warns of the dangers of alienating its core market in the process. "You can dress it up all you want, but if you can't get up the stairs it is a distress Purchase , " he conclu

45、des.</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 different from the previous scenarios outlined

46、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 probably the reasoning behind the radical bran

47、ding shift visible at the retail chain from Virgin Megastores to Zavvi.</p><p>　　Management of the CD-retailer-turned-video-game-shopthought that its strong legacy brand, Virgin, was not appropriate for the

48、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 expanding the brand into new territories—wa

49、s 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 dev</p><p>　　Not all cases are necessary so dramatic. So

50、metimes brands just need innovation-driven tactical solutions to rejuvenate themselves and become relevant. For example, the alcohol industry noticed that consumers loved to drink from martini glasses, so you had Sex and

51、 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 can see the different directions that companie

52、s 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 consumers in a more relevant language; Burg

53、er 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 leverage on its legacy brand (Virgin).</

54、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 still relevant and differentiated them from

55、 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 legacy and strong brand equity, the most impo

56、rtant 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 can live long and healthy lives.</p>

57、<p>　　出處：Joseph Gelman, How To Cope With Aging Brands: The story of brands getting old is a story of relevance. World Advertising Research Center.</p><p><b>　　二、翻譯文章</b></p><p>

58、　　標(biāo)題：如何應(yīng)對(duì)品牌老化</p><p>　　譯文：對(duì)一些特殊消費(fèi)群體來(lái)說，曾經(jīng)重要的獨(dú)立品牌，甚至所有類別，隨著社會(huì)的發(fā)展和喜好的改變都變得無(wú)關(guān)緊要了。</p><p>　　在過去，最常見“品牌老化嚴(yán)重”的情況通常圍繞于強(qiáng)烈的民族自豪感。很多品牌，像美國(guó)汽車制造商福特和通用，曾經(jīng)成功地?fù)碛羞@個(gè)空間。然而，隨著時(shí)間的推移，他們認(rèn)為作為購(gòu)買的驅(qū)動(dòng)，他們已經(jīng)失去了重要性。這歸因于多樣化的現(xiàn)實(shí)

59、。更多相關(guān)的特性顯露出來(lái)，例如在美國(guó)，日本制造商豐田以質(zhì)量而日益聞名，新一代的消費(fèi)者缺乏應(yīng)有的民族自豪感，甚至在“全球化”的心態(tài)中，消費(fèi)者愿意去嘗試其他市場(chǎng)出現(xiàn)的新事物。</p><p>　　有著新想法和新需求的新一代消費(fèi)者的出現(xiàn)，意味著盡管這些遺留著民族自豪感的品牌保留著區(qū)別于競(jìng)爭(zhēng)者的特殊特性，他們的特性也不再重要了。</p><p>　　很多歐洲品牌面臨著這種情況，如零售，航空旅游，電

60、信，還有很多以強(qiáng)調(diào)起源來(lái)使自己差別化的強(qiáng)勢(shì)企業(yè)：如法國(guó)電信，英國(guó)航空公司，或者馬莎百貨。</p><p>　　目前這種情況的一個(gè)例子是英國(guó)高端零售企業(yè)，維特羅斯。隨著信貸緊縮，主流消費(fèi)群體正遠(yuǎn)離高價(jià)位產(chǎn)品，因?yàn)樗麄冋J(rèn)識(shí)到合格的質(zhì)量不只在這。維特羅斯的倫理和“英國(guó)土生土長(zhǎng)”的權(quán)益對(duì)消費(fèi)者來(lái)說不夠重要，他們正轉(zhuǎn)向更便宜的品牌，甚至一些外國(guó)品牌，如歐洲硬折扣零售商Aldi和Lidl,他們?cè)谟?guó)市場(chǎng)中變得越來(lái)越重要。&l

61、t;/p><p>　　像維特羅斯這樣的品牌現(xiàn)在正面臨一個(gè)嚴(yán)峻的問題：我應(yīng)該放棄現(xiàn)在的品牌價(jià)值去迎合新的消費(fèi)者嗎？這個(gè)問題的答案通常是否定的。</p><p>　　品牌發(fā)展要有他們的特色，來(lái)確保他們的產(chǎn)品比其他競(jìng)爭(zhēng)者有更強(qiáng)大的購(gòu)買驅(qū)動(dòng)力。他們需要升級(jí)不同的業(yè)務(wù)接觸點(diǎn)，研發(fā)新的產(chǎn)品品牌，排除其他的，建立新的產(chǎn)業(yè)鏈。近期，公司摒棄了歷史，以品牌為例，他們需要重塑他們的品牌形象，來(lái)迎合新的場(chǎng)景和新的客

62、服群。電信公司為了給更多的服務(wù)供應(yīng)商提供服務(wù)，改進(jìn)了公共部門業(yè)務(wù)，首先，普及移動(dòng)電話，他們創(chuàng)造了新的品牌。</p><p>　　這些并不是完全不同于傳統(tǒng)的固定經(jīng)營(yíng)品牌化，而是通過合并新的商業(yè)鏈這些新的屬性。此外，遺留了的老化了的品牌的提供了可信的參數(shù)，對(duì)個(gè)性的新型手機(jī)品牌做補(bǔ)充。這將意味著舊的固定電話與新的強(qiáng)大的競(jìng)爭(zhēng)品牌的抗衡。</p><p>　　以最成功的西班牙電信公司為例，西班牙電信

63、品牌成功的在西班牙和拉丁美洲設(shè)立和得到了鞏固。.西班牙電信品牌有著很好的信譽(yù)，是西班牙和拉丁美洲市場(chǎng)的核心，作為巨大的，傳統(tǒng)的，西班牙國(guó)內(nèi)品牌，對(duì)市場(chǎng)公正的杠桿調(diào)節(jié)是義不容辭的。西班牙電信公司在西班牙失去了價(jià)值，在拉丁美洲甚至產(chǎn)生了負(fù)面影響，公司想改變“這里再次成為了西班牙的殖民地”這一看法。</p><p>　　而且，手機(jī)交流方式的出現(xiàn)，加大了與消費(fèi)者的情感交流的需求。因此，西班牙電話公司延續(xù)了他們?cè)械钠放疲?/p>

64、來(lái)確保那些與當(dāng)?shù)鼐用裣M(fèi)者有關(guān)內(nèi)容的公平性。比如質(zhì)量，創(chuàng)新，以及任何凡是有利于幫助他們建立信任度的重要舉措。</p><p>　　另外，他們的西班牙式方式也被轉(zhuǎn)換成了一種強(qiáng)調(diào)他們的全體前進(jìn)的精髓式精神，這對(duì)公司在發(fā)展市場(chǎng)經(jīng)濟(jì)中起到了一個(gè)非常積極的作用。與此同時(shí)，此公司也發(fā)展了一個(gè)新生的，名為Movistar 的品牌。這個(gè)品牌會(huì)受到西班牙電話公司的平等對(duì)待與支持，但是，卻會(huì)允許在與消費(fèi)者的語(yǔ)言交流中加入更多的移動(dòng)業(yè)

65、務(wù)。</p><p>　　但是從漢堡王這個(gè)例子中可以看到，品牌老化的問題不止限于那些愛國(guó)傳統(tǒng)。</p><p>　　漢堡王是個(gè)老牌子，在它的產(chǎn)品種類上的表現(xiàn)一貫地不好。他的宗旨是“我們做更好的漢堡，用你們的方式享用”，但它與消費(fèi)者是沒有任何關(guān)系的，消費(fèi)者更喜歡麥當(dāng)勞的交流方式，她更加的富有感情。</p><p>　　在漢堡王最后意識(shí)到他們的品牌失去了18到35歲的消

66、費(fèi)者后，花費(fèi)了大量的時(shí)間，進(jìn)行了多方面的改變，包括在公司結(jié)構(gòu)，廣告，管理團(tuán)隊(duì)和市場(chǎng)戰(zhàn)略上。然后采取了適當(dāng)?shù)男袆?dòng)，使快餐巨頭繼續(xù)前進(jìn)。它重新塑造了它的品牌，在產(chǎn)品，價(jià)格，推銷，銷售地點(diǎn)上不斷挖掘，創(chuàng)新。</p><p>　　漢堡王的品牌將它 “質(zhì)量更好的漢堡包”發(fā)展成為一個(gè)打破成規(guī)、政治上錯(cuò)誤定位的品牌，這幾乎告訴消費(fèi)者，“是的，我們知道這是快餐，我們知道它是紅肉，但這就是你喜歡的，你就是喜歡我們的大而油膩的漢堡包

67、，沒有人需要告訴你這是什么、這對(duì)你好不好?！痹偌由洗竽懙膹V告宣傳以及創(chuàng)新的公眾媒體活動(dòng)，這一切都使得漢堡王這個(gè)品牌回到了地圖上它的位置-銷售增長(zhǎng)超過了13個(gè)季度。</p><p>　　Stannah Stairiifts正試圖給自己的廣告通過刪除與其產(chǎn)品有關(guān)的“窘迫購(gòu)買“的更現(xiàn)代的感覺。Leagas Delaney贏得了該公司的200萬(wàn)英鎊以上的一線賬戶，并將創(chuàng)建一個(gè)活動(dòng)以重塑英國(guó)最大的客運(yùn)升降機(jī)及垂直平臺(tái)的獨(dú)立

68、制造商。 Stannah市場(chǎng)部經(jīng)理Shelley Cole表示該機(jī)構(gòu)負(fù)責(zé)強(qiáng)調(diào)它的積極方面及相關(guān)的范圍。它是用一種不同的方式關(guān)于創(chuàng)造更多關(guān)于不同品牌和與人交流感情的種類。</p><p>　　品牌,一直集中廣告在流動(dòng)部分報(bào)紙的分類頁(yè),旨在擴(kuò)大其產(chǎn)品的吸引力在較低的年齡群內(nèi)?！斑@不僅僅是給老人的產(chǎn)品。我們想要鼓勵(lì)人們能早點(diǎn)將其買下，”她說。公司采取措施改善自己的形象去年推出兩款新車型，Solus和Sofia. &l

69、t;/p><p>　　Stannah被收錄品牌,在某一時(shí)刻被認(rèn)為是二流，但隨后又在英國(guó)崛起。最典型的例子就是斯柯達(dá)的再生。曾一度被認(rèn)為是國(guó)際笑柄，大眾品牌銷售通過推出這款“這是=斯柯達(dá)-誠(chéng)實(shí)”運(yùn)動(dòng)而重新被接受。</p><p>　　Chris Hawken 改變了觀念，1998年他加入了斯柯達(dá)公司，做了該公司的市場(chǎng)營(yíng)銷主任，對(duì)公司在那時(shí)排斥以產(chǎn)品為中心的廣告而不是改變其觀念，表示批評(píng)。Hawk

70、en自從成為奧迪品牌的公關(guān)經(jīng)理之后，一直遵循著自己的戰(zhàn)略目標(biāo)，就是用謙虛幽默的讓消費(fèi)者相信這個(gè)公司是非常好的汽車制造商。</p><p>　　Hawken強(qiáng)調(diào)一個(gè)重點(diǎn)就是一個(gè)好的產(chǎn)品能支持一個(gè)公司處理一個(gè)差的品牌形象。Peter Shaw從事一個(gè)催化劑品牌的形象的咨詢工作，她同意對(duì)于消費(fèi)者來(lái)說去重新評(píng)價(jià)一個(gè)品牌形象就是產(chǎn)品的可靠性。他解釋“一個(gè)主要的原因是斯柯達(dá)能轉(zhuǎn)變它的形象是因?yàn)槊總€(gè)人都知道大眾，而且知道這個(gè)品

71、牌正在經(jīng)營(yíng)些什么?！痹诖蠼稚暇痛嬖谥@些急劇的轉(zhuǎn)變，商家升高了打折力度，就像普拉瑪多。一些年之后，英國(guó)食物產(chǎn)業(yè)鏈被認(rèn)為是非常的不合潮流。但是最近發(fā)現(xiàn)一個(gè)新的情形，在一些有價(jià)值的精品店將他們的店面選在一些英國(guó)最大的四大女裝的商家附近。去年,公司委托Williams Murray Hamm用全新的視角來(lái)重新命名品牌，使之上升進(jìn)入新臺(tái)階以抵制在發(fā)動(dòng)它的能量之前產(chǎn)生“簡(jiǎn)陋”和“成舊”的感覺。 </p><p>　　但是，

72、在他相信Stannah能夠成功地重新定位一個(gè)現(xiàn)代的，并且有活力的商業(yè)模式的同時(shí)，他也警告了背離核心市場(chǎng)過程中的危險(xiǎn)性。他總結(jié)到：你可以以你的形式打造它，但是不能越級(jí)，因?yàn)椋菍?huì)是一場(chǎng)危險(xiǎn)收益行為。</p><p>　　我們最近發(fā)現(xiàn)，英國(guó)老齡化品牌的完善的生產(chǎn)線是如何死亡、如何重新改造的。這種情況跟上述提到的情況是完全不同的，因?yàn)樗僭O(shè)利益是存在的，而在一個(gè)品牌能夠成為跟消費(fèi)者有關(guān)的一部分以前，利益是需要完全考慮

73、在外的。這可能就是維珍超級(jí)百貨公司的徹底的品牌轉(zhuǎn)變，轉(zhuǎn)變到Zawi音像零售連鎖店背后的原因。</p><p>　　CD零售商出身的視頻游戲商店的管理者認(rèn)為它自己是強(qiáng)大的傳統(tǒng)品牌，Virgin這個(gè)品牌不適合他們的業(yè)務(wù)的新方向。這很有趣，因?yàn)樗馕吨cVirgin利益不相關(guān)的Richard Branson在拓展品牌到新的領(lǐng)域時(shí)做得很好，這個(gè)跟連鎖店起初的目標(biāo)消費(fèi)者不再有關(guān)聯(lián)。在這種情況下，他們完全消滅了所有的品牌利益

74、，并且開發(fā)了新的品牌，開啟了新的里程。</p><p>　　不是所有的方案都要這么有戲劇性般的效果的。有時(shí)，品牌只需要一點(diǎn)創(chuàng)新——在策略上將品牌年輕化，使其不僅與原有狀態(tài)有著緊密的聯(lián)系，也達(dá)到恢復(fù)活力的作用。例如，曾經(jīng)制酒業(yè)就注意到，顧客們喜歡用馬提尼酒杯喝酒，從而你有了性別差異的感覺和這個(gè)城市的世界性眼光，這種氛圍下，在來(lái)點(diǎn)伏特加混白橙皮酒，或者放點(diǎn)百利甜酒到你的咖啡里呢？</p><p&g

75、t;　　從這些例子中，我們可以看出，公司的品牌是如何在不同的方向老化的。</p><p>　　西班牙電話公司保持其功能性屬性，同時(shí)發(fā)展一種新的品牌，通過使用一種更接近于用戶所使用的語(yǔ)言與用戶通話，并從中獲益；漢堡王將它的品牌圍繞其核心品質(zhì)屬性，改變的更加時(shí)尚化，并通過4P營(yíng)銷理論，在產(chǎn)品（Product）、價(jià)格（Price）、渠道（Place）、促銷（Promotion）4個(gè)方面重塑企業(yè)形象；唱片零售集團(tuán)Zavv

76、i通過有限的力量，使它的品牌完全不同于它的原始品牌。</p><p>　　所有的這些公司做這些決定，都需要做的是，了解它們的用戶的購(gòu)買程序以及它們的原始品牌的哪些部分仍是和它們的競(jìng)爭(zhēng)對(duì)手的差別不大，從而改變這些部分，使得區(qū)別于它們的競(jìng)爭(zhēng)對(duì)手。</p><p>　　品牌老化是當(dāng)前很多產(chǎn)業(yè)存在的一個(gè)嚴(yán)重現(xiàn)象。一旦這個(gè)公司覺得有改革的需要，當(dāng)然放棄他們的已有資產(chǎn)和強(qiáng)有力的品牌價(jià)值對(duì)他們來(lái)說是很難