[雙語翻譯]外文翻譯--品牌和營銷渠道策略對渠道合作伙伴的一些影響

1、1800 英文單詞， 英文單詞，1 萬英文字符，中文 萬英文字符，中文 3250 字文獻(xiàn)出處： 文獻(xiàn)出處：Bellin, Howard. Branding and Marketing Channel Strategies: Some Effects on Channel Partners[J]. Journal of Marketing Channels, 2016, 23(4):255-257.Branding and Marketi

2、ng Channel Strategies: Some Effects on Channel PartnersHoward BellinAn organization’s overall marketing mix seeks to combine the traditional 4P elements of product, price, promotion, and place (or distribution) so that a

3、ll elements interactively lead toward consistent product positioning for the target market and a competitive advantage for the marketer. These elements are not always properly present and consistent in contemporary produ

4、ct or service marketing, thus placing the principal at a disadvantage.BRAND NAMES, PRODUCT POSITIONING, AND CHANNEL DESIGNBranding is not just an issue of promotion; as with all aspects of the marketing mix, distribution

5、 and branding may impact each other. Indeed branding may be a powerful component of a distribution strategy. If properly utilized, it can be a significant factor in ensuring competitive advantage.For example, the Pet Roc

6、k phenomenon that started in the State of California (United States) is an excellent example of a worthless product being made worthwhile only and exclusively by its brand name. As examples of products with horribly tone

7、-deaf brand names, there is an Australian ice-cream product called Golden Gaytime; a Ghanaian drink called Pee Cola; and perhaps one of the worst brand names of all, in the United Kingdom H.J. Heinz launched Beanz with B

8、alls. Many other examples of brand names that do not travel well internationally are literally unprintable due to the sensibilities of readers in the United States and perhaps elsewhere.One wonders if these companies put

9、 the same effort into thinking of brand names that they did in developing their products. Rule number one is that if you are a global company, you had better find out—before marketing the product—what the brand name mean

10、s in different languages as well as the cultural implications of other branding elements ranging from package color to package graphics to promotional efforts.Even in cosmopolitan Hong Kong, a Hong Kong environmental ser

11、vice group with an international audience recently asked its website visitors to indicate agreement with its environmental protection initiatives by clicking on a symbol that can be considered obscene in some other locat

12、ions. A similar symbol is often used in Hong Kong commercial print advertising and television ads to indicate happiness and good luck, but it would appear shocking in some other cultures to see children and adults making

13、 what these “foreign” cultures would consider an obscene gesture, thus restricting the useability of this material to the accepting market. Should these ads leak to other channels, it could be greatly damaging to the ima

14、ge of the product / service.If you want to understand the challenges of choosing a name for your product in the increasingly interconnected global market, look no further than an Indian sportswear range. It demonstrates

15、that what works in one market can be a disaster in another. Spunk is great in the United States, not so good in England: we’ll leave you to Google this one for a cross-cultural definition if you like.Brand names are supp

16、osed to embody the core values a product wants to project. That is why big companies typically spend millions of dollars choosing just the right name.Most companies see the interrelation between branding and distribution

17、 as a means of product positioning. For example, Brand X may be positioned as a “quality” product and product being offered) can occur. The level of conflict will be largely determined by market targeting and coverage.Ch

18、annel partners in the same category (e.g., agents) may compete with each other: this is not channel conflict. Channel conflict occurs where one channel (e.g., agents) competes for the same customer as another channel (e.

19、g., direct sales force). It also occurs where distributors target the same customers as a direct sales force or dealers as is often the case in China.Channel conflict can lead to the following:? End-user confusion: if th

20、is product is as good as it purports to be, why is it being sold directly to customers from a factory outlet?? Damage to a supplier’s image: channel partners may resent the supplier selling an alternative brand directly

21、to the channel partner’s own customers.? Reduced reseller profitability: different channel partners compete for the same customer to the detriment of all channel members as marketing resources are wasted by the duplicate

22、d effort to reach the same customer.? Reduced reseller motivation: why should a channel partner remain loyal to a supplier when other channels sell the same product? (Channel partners are more likely to devote seriously

23、committed sales effort to what they consider their “exclusive” brand.)? Reduced customer after-sales support: with multiple manufacturer or distributor brands competing for attention in a given channel, channel partners

24、become less focused on key marketing elements, perhaps even ignoring a key manufacturer competitive strategy such as after-sales support.SOME BRANDING AND MARKETING CHANNEL STRATEGY GUIDELINESThese considerations lead us

25、 to recommend that when considering branding and marketing channel strategy, the following marketing channel strategy guidelines should be considered:. Develop appropriate brands for each market segment. For example, man

26、y international airlines have two or more product offerings. Qantas (the Australian airline) also owns Jetstar, a low-cost, no-frills airline. Qantas serves all passengers meals gratis and does not charge for baggage. On

27、 Jetstar, passengers pay for meals, baggage, and even preferred seats.. Determine “positioning” for each brand. Qantas passengers know what service level they are paying for and Jetstar passengers know they will not rece

28、ive the Qantas amenities.. Determine desired level of control over brands. Although Qantas owns Jetstar, their brands are completely independent with different managing directors and boards.. Determine desired level of c

29、overage for each brand. Generally, Qantas is reorienting itself to be an international airline and Jetstar is picking up more Australian domestic routes.. Determine which marketing channels will support the brands’ posit

30、ion.. Distribution through exclusive “tied” distribution arrangements best supports a product positioned at the higher end of a market.We should note that multiple brands need not necessarily be distributed only through

31、different channels. But branding can be an effective way of differentiating products for different channels. Distributing several brands through the same channel is often warranted, even necessary. However, there is a ri

32、sk of channel partners splitting loyalty between the two (or more) brands such that the amount of marketing attention planned by each brand’s marketing team may not be met.There is also the risk of brands that are too cl