A. 品牌发展战略英文文献
wikipedia "brand" "marketing strategies"
请到 维基网络 搜寻 "brand" "marketing strategies"
中英文材料 都有
再贴多一点就不让贴了。
A brand is a collection of experiences and associations connected with a service, a person or any other entity.
Brands have become increasingly important components of culture and the economy, now being described as "cultural accessories and personal philosophies"
Concepts
Some people distinguish the psychological aspect of a brand from the experiential aspect. The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience. The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a proct or service.
People engaged in branding seek to develop or align the expectations behind the brand experience, creating the impression that a brand associated with a proct or service has certain qualities or characteristics that make it special or unique. A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace. The art of creating and maintaining a brand is called brand management.
Careful brand management, supported by a cleverly crafted advertising campaign, can be highly successful in convincing consumers to pay remarkably high prices for procts which are inherently extremely cheap to make. This concept, known as creating value, essentially consists of manipulating the projected image of the proct so that the consumer sees the proct as being worth the amount that the advertiser wants him/her to see, rather than a more logical valuation that comprises an aggregate of the cost of raw materials, plus the cost of manufacture, plus the cost of distribution. Modern value-creation branding-and-advertising campaigns are highly successful at incing consumers to pay, for example, 50 dollars for a T-shirt that cost a mere 50 cents to make, or 5 dollars for a box of breakfast cereal that contains a few cents' worth of wheat.
A brand which is widely known in the marketplace acquires brand recognition. When brand recognition builds up to a point where a brand enjoys a critical mass of positive sentiment in the marketplace, it is said to have achieved brand franchise. One goal in brand recognition is the identification of a brand without the name of the company present. For example, Disney has been successful at branding with their particular script font (originally created for Walt Disney's "signature" logo), which it used in the logo for go.com.
Consumers may look on branding as an important value added aspect of procts or services, as it often serves to denote a certain attractive quality or characteristic (see also brand promise). From the perspective of brand owners, branded procts or services also command higher prices. Where two procts resemble each other, but one of the procts has no associated branding (such as a generic, store-branded proct), people may often select the more expensive branded proct on the basis of the quality of the brand or the reputation of the brand owner.
Brand name
The brand name is often used interchangeably within "brand", although it is more correctly used to specifically denote written or spoken linguistic elements of any proct. In this context a "brand name" constitutes a type of trademark, if the brand name exclusively identifies the brand owner as the commercial source of procts or services. A brand owner may seek to protect proprietary rights in relation to a brand name through trademark registration. Advertising spokespersons have also become part of some brands, for example: Mr. Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.
Brand names will fall into one of three spectrum's of use - Descriptive, Associative or Freestanding.
Descriptive brand names assist in describing the distinguishable selling point(s) of the proct to the customer (eg Snap Crackle & Pop or Bitter Lemon).
Associative brand names provide the customer with an associated word for what the proct promises to do or be (e.g. Walkman, Sensodyne or Natrel)
Finally, Freestanding brand names have no links or ties to either descriptions or associations of use. (eg Mars Bar or Pantene)
The act of associating a proct or service with a brand has become part of pop culture. Most procts have some kind of brand identity, from common table salt to designer jeans. A brandnomer is a brand name that has colloquially become a generic term for a proct or service, such as Band-Aid or Kleenex, which are often used to describe any kind of adhesive bandage or any kind of facial tissue respectively.
Brand identity
A proct identity, or Brand image are typically the attributes one associates with a brand, how the brand owner wants the consumer to perceive the brand - and by extension the branded company, organization, proct or service. The brand owner will seek to bridge the gap between the brand image and the brand identity. Brand identity is fundamental to consumer recognition and symbolizes the brand's differentiation from competitors.
Brand identity is what the owner wants to communicate to its potential consumers. However, over time, a procts brand identity may acquire (evolve), gaining new attributes from consumer perspective but not necessarily from the marketing communications an owner percolates to targeted consumers. Therefore, brand associations become handy to check the consumer's perception of the brand.
品牌包括名称、徽标、口号和／或关联产品、服务、城市或公众人物的设计企划。
「品牌」不是「商标」。「品牌」指的是产品或服务的象徵。而符号性的识别标记，指的是「商标」。品牌所涵盖的领域，则必须包括商誉、产品、企业文化以及整体营运的管理。因此，brand 不是单薄的象徵，乃是一个企业总体竞争，或企业竞争力的总和。品牌不单包括「名称」、「徽标」还扩及系列的平面视觉体系，甚至立体视觉体系。但一般常将其窄化为在人的意识中围绕在产品或服务的系列意识与预期，成为一种抽象的形象标志。甚至将品牌与特定商标划上等号。
人们从品牌的经验因素上辨别一个品牌的心理因素。经验因素通常由品牌的使用经验构成，心理因素则由品牌的形象，即由与产品或服务相关联的一切信息和预期所创建的符号性的标识。
品牌的意义： Philip Kotler 行销管理大师说：品牌的意义在於企业的骄傲与优势，当公司成立后，品牌力就因为服务或品质，形成无形的商业定位。
品牌首先是独占性的商业符号，也就是商标 然后，这一符号需要被人所认知，也就是具有意义。
历史
市场上品牌的概念起源於 19 世纪包装零售商品的出现，工业化将很多家庭产品，以肥皂为例，转移到当地的工厂生产。工厂大批量生产，同时需要将产品向更广阔的市场，向那些只熟悉其本地产品的消费者销售。但工厂很快发现，一些普通包装的外来产品无法和本地产品竞争，於是他们试图使市场相信自己的产品可以与本地产品同样被信任。
品牌权益
Kevin Lane Keller 认为品牌权益来自品牌行销效果，该效果则视消费者具有的品牌知识而定。品牌知识的来源是由品牌知名度及品牌形象所形成的联想网路记忆模式为主，运用品牌联想网度可以提升品牌知名度及品牌形象。
B. 一篇有关于市场营销STP策略的外文文献及中文翻译，中文翻译3000字左右！
童鞋你好！
这个估计需要自己搜索了！
网上基本很难找到免费给你服务的！
我在这里给你点搜索国际上常用的外文数据库：
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⑴ISI web of knowledge Engineering Village2
⑵Elsevier SDOL数据库 IEEE/IEE(IEL)
⑶EBSCOhost RSC英国皇家化学学会
⑷ACM美国计算机学会 ASCE美国土木工程师学会
⑸Springer电子期刊 WorldSciNet电子期刊全文库
⑹Nature周刊 NetLibrary电子图书
⑺ProQuest学位论文全文数据库
⑻国道外文专题数据库 CALIS西文期刊目次数据库
⑼推荐使用ISI web of knowledge Engineering Village2
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中文翻译得自己做了，实在不成就谷歌翻译。
弄完之后，自己阅读几遍弄顺了就成啦！
学校以及老师都不会看这个东西的！
外文翻译不是论文的主要内容！
所以，很容易过去的！
祝你好运！
C. 要一篇关于品牌的英文文献和它的翻译,多谢了,,,,
Brand management is a philosophy and a total approach to managing companies, and as such includes much about changing minds. Articles about brand here are:
Brand management is: not as easy as it looks.
Brand is: a perception, and more.
The Tao of Branding: metaphysics and brands
The Pathway to Reputation: is long and twisting.
Types of brand: From Proct to Geography.
品牌管理是一门哲学，用这种方式来管理公司的，正因为如此，包括很多关于改变想法。文章品牌在这里分别是：
品牌管理的是：因为它看起来并不那么简单。
品牌是：一种观感，以及更多。
品牌的道：形而上学和品牌
名声及信誉：仍是漫长而扭曲。
各类品牌：从产品，到地理。
D. zara的市场营销策略的英文文献
这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。
Zara: Cool Clothes Now, Not Later
Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men’s fashions, again aimed at the stylish and youthful.
Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: “I don’t know. I’ve never shopped at The Gap.”
Most U.S. young alts have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.
While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara’s growth plans, notably its expansion into the U.S. market.
Zara’s Marketing Strategy
Zara’s marketing strategy focuses on proct variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what’s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an instry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.
Zara’s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.
“These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,” said Zara’s Toronto store manager. “They could shop in a lot of other stores, so we have to make it worth their time to come here.”
This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store’s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara’s shelves. That makes it worth another visit.
Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, “That would look really nice with a cowl collar,” an employee can relay that information to Spain where managers decide whether or not to proce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the proct in front of the customer, undermining the speed-to-market and proct variety strategy.
The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion instry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970’s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara’s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.
“We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often,” the Toronto store manager said. “We might get ten of one item and five of another. We’re constantly testing.”
The density of Zara’s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to proction and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the proction takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.
The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the proct-innovation strategy that is the heart of Zara’s marketing, and the importance of logistics in Zara’s marketing strategy is clear.
The Results and the Future
Zara’s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex’s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an instry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.
While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world’s most lucrative market.
Question 1 – Zara’s Business Model and Competitive Analysis
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities proced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
Zara’s Business Model
Zara’s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara’s fundamental concept is to maintain design, proction, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara’s operations.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their proction processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its proction processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and proce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is
E. 急求营销英文参考文献
wikipedia "marketing" 有非常多的连结
中英文都有
Marketing is an integrated communications-based process through which indivials and communities discover that existing and newly-identified needs and wants may be satisfied by the procts and services of others.
Marketing is defined by the American Marketing Association as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. The term developed from the original meaning which referred literally to going to market, as in shopping, or going to a market to buy or sell goods or services.
Marketing practice tends to be seen as a creative instry, which includes advertising, distribution and selling. It is also concerned with anticipating the customers' future needs and wants, which are often discovered through market research. Seen from a systems point of view, sales process engineering views marketing as a set of processes that are interconnected and interdependent with other functions, whose methods can be improved using a variety of relatively new approaches.
Marketing is influenced by many of the social sciences, particularly psychology, sociology, and economics. Anthropology and neuroscience are also small but growing influences. Market research underpins these activities through advertising, it is also related to many of the creative arts. The marketing literature is also infamous for re-inventing itself and its vocabulary according to the times and the culture.
Four Ps
Main article: Marketing mix
In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a “Marketing Mix”. Professor E. Jerome McCarthy, also at the Harvard Business School in the early 1960s, suggested that the Marketing Mix contained 4 elements: proct, price, place and promotion.
* Proct: The proct aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-user's needs and wants. The scope of a proct generally includes supporting elements such as warranties, guarantees, and support.
* Pricing: This refers to the process of setting a price for a proct, including discounts. The price need not be monetary; it can simply be what is exchanged for the proct or services, e.g. time, energy, or attention. Methods of setting prices optimally are in the domain of pricing science.
* Placement (or distribution): refers to how the proct gets to the customer; for example, point-of-sale placement or retailing. This third P has also sometimes been called Place, referring to the channel by which a proct or service is sold (e.g. online vs. retail), which geographic region or instry, to which segment (young alts, families, business people), etc. also referring to how the environment in which the proct is sold in can affect sales.
* Promotion: This includes advertising, sales promotion, publicity, and personal selling. Branding refers to the various methods of promoting the proct, brand, or company.
F. 海尔名牌战略分析的英文参考文献有什么
[1]朱文渊.拥有品牌还是拥有工厂：品牌营销面面观[J].商业经济研究,:.
[2]董乐善 孟阳.缘结海尔 志满五洲：从顺德海尔电器公司看海尔的风采[J].中国名牌,:.
[3]（美）菲利普．科特勒.市场管理分析，计划和控制[M].上海:上海人民出版社,1994..
韩明升等：《名牌之路：海尔集团实施名牌战略侧记》，载《集团经济研究》，1997年第8期。
海尔兼并案例调查组：《青岛海尔兼并案例及其产权效率分析》，载《中国工业经济》，1997年第10期。
毕月华：《海尔大步走向国际市场》，《载市场》，1997年7月9日，1版。
《海尔冰箱的魅力：从贵州到美国》，载《羊城晚》，5月13日，16版。
奥尼尔：《用中国商标创世界名牌》，载《参考消息》，1998年5月18日。
海尔网站：www.haier.com，2002。
顾乃康：《转轨经济中中国企业的跨国经营行为》，2003年8月第1版。
曾忠禄：《中国企业矿国经营：决策、治理与案例分析》，2003年4月第1版
G. 求差异化营销战略的英文文献，要求必须有英文文章及其出处，并且要有汉语翻译，三千字，不符合要求不加分
可以到网络文库里找找，上面文献还是很多的