《外文翻譯 外文文獻(xiàn) 英文文獻(xiàn) 產(chǎn)業(yè)集群的競(jìng)爭(zhēng)優(yōu)勢(shì)以中國(guó)大連軟件工業(yè)園為》由會(huì)員分享，可在線閱讀，更多相關(guān)《外文翻譯 外文文獻(xiàn) 英文文獻(xiàn) 產(chǎn)業(yè)集群的競(jìng)爭(zhēng)優(yōu)勢(shì)以中國(guó)大連軟件工業(yè)園為（13頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、外文文獻(xiàn)翻譯（附原文）外文譯文一：產(chǎn)業(yè)集群的競(jìng)爭(zhēng)優(yōu)勢(shì)以中國(guó)大連軟件工業(yè)園為例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-BrownJ. Marketing Science,2009(2):123-125.摘要：本文本著為促進(jìn)工業(yè)的發(fā)展的初衷探討了中國(guó)軟件公園的競(jìng)爭(zhēng)優(yōu)勢(shì)。產(chǎn)業(yè)集群深植于當(dāng)?shù)氐闹贫认到y(tǒng)，因此擁有特殊的競(jìng)爭(zhēng)優(yōu)勢(shì)。根據(jù)波特的“鉆石”模型、SWOT模型的測(cè)試結(jié)果對(duì)中國(guó)大連軟件園的案例進(jìn)行了定性的分析。產(chǎn)業(yè)集群是包括一系列在指定地理上集聚的公司，它扎根于當(dāng)?shù)卣?、行業(yè)和學(xué)術(shù)的當(dāng)?shù)刂贫认到y(tǒng)，以此獲得大量的資源，從而獲得產(chǎn)業(yè)經(jīng)濟(jì)發(fā)展的競(jìng)爭(zhēng)優(yōu)勢(shì)。為了成功

2、駕馭中國(guó)經(jīng)濟(jì)范式從批量生產(chǎn)到開(kāi)發(fā)新產(chǎn)品的轉(zhuǎn)換，持續(xù)加強(qiáng)產(chǎn)業(yè)集群的競(jìng)爭(zhēng)優(yōu)勢(shì),促進(jìn)工業(yè)和區(qū)域的經(jīng)濟(jì)發(fā)展是非常有必要的。關(guān)鍵詞：競(jìng)爭(zhēng)優(yōu)勢(shì)；產(chǎn)業(yè)集群；當(dāng)?shù)刂贫认到y(tǒng)；大連軟件工業(yè)園；中國(guó)；科技園區(qū)；創(chuàng)新；區(qū)域發(fā)展產(chǎn)業(yè)集群產(chǎn)業(yè)集群是波特1也推而廣之的一個(gè)經(jīng)濟(jì)發(fā)展的前沿概念。作為一個(gè)在全球經(jīng)濟(jì)戰(zhàn)略公認(rèn)的專(zhuān)家,他指出了產(chǎn)業(yè)集群在促進(jìn)區(qū)域經(jīng)濟(jì)發(fā)展中的作用。他寫(xiě)道：集群的概念,“或出現(xiàn)在特定的地理位置與產(chǎn)業(yè)相關(guān)聯(lián)的公司、供應(yīng)商和機(jī)構(gòu)，已成為了公司和政府思考和評(píng)估當(dāng)?shù)馗?jìng)爭(zhēng)優(yōu)勢(shì)和制定公共決策的一種新的要素。但是，他至今也沒(méi)有對(duì)產(chǎn)業(yè)集群做出準(zhǔn)確的定義。最近根據(jù)德瑞克、泰克拉2和李維3檢查的關(guān)于產(chǎn)業(yè)集群和識(shí)別為“地理濃度

3、的行業(yè)優(yōu)勢(shì)的文獻(xiàn)取得了進(jìn)展”?！暗乩砑小倍x了產(chǎn)業(yè)集群的一個(gè)關(guān)鍵而鮮明的基本性質(zhì)。產(chǎn)業(yè)由地區(qū)上特定的眾多公司集聚而成,他們通常有共同市場(chǎng)、,有著共同的供應(yīng)商,交易對(duì)象,教育機(jī)構(gòu)和其它像知識(shí)及信息一樣無(wú)形的東西，同樣地,他們也面臨相似的機(jī)會(huì)和威脅。在全球產(chǎn)業(yè)集群有許多種發(fā)展模式。比如美國(guó)加州的硅谷和馬薩諸塞州的128魯特都是知名的產(chǎn)業(yè)集群。前者以微電子、生物技術(shù)、和風(fēng)險(xiǎn)資本市場(chǎng)而聞名,而后者則是以軟件、計(jì)算機(jī)和通訊硬件享譽(yù)天下4。對(duì)軟件公司為什么傾向于集聚的原因進(jìn)行了分析,發(fā)現(xiàn)聚集特別著重于轉(zhuǎn)會(huì)信息和知識(shí)的轉(zhuǎn)變方面。5事實(shí)上,盡管關(guān)于產(chǎn)業(yè)集群的研究已經(jīng)通過(guò)經(jīng)濟(jì)發(fā)展、戰(zhàn)略管理、知識(shí)共享,技術(shù)溢出

4、的檢驗(yàn),但是很少有制度系統(tǒng)給產(chǎn)業(yè)集群帶來(lái)的競(jìng)爭(zhēng)優(yōu)勢(shì)進(jìn)行研究。李維所介紹的, 6產(chǎn)業(yè)集群分為兩種類(lèi)型:垂直整合集群與橫向集成集群。第一種集群是“由相關(guān)聯(lián)的買(mǎi)賣(mài)關(guān)系的產(chǎn)業(yè)組成的”,第二種集群是“可能有最終產(chǎn)品的共同市場(chǎng),使用常見(jiàn)的技術(shù)或勞動(dòng)力技能,或要求相似的自然資源”。6 本文所檢驗(yàn)的軟件工業(yè)園所指的是第二種集群類(lèi)型的一部分。參考文獻(xiàn)：1Porter ME.The competitive advantage of nations.New York:Free Press;1990. 2Doeringer PB,Terkla DG.Business strategy and cross-indust

5、ry clusters. Economic Development Quarterly 1995;9:22537.3Leveen J.Industry Cluster Literature Review.Available from:http:/www.planning.unc.edu/courses/261/leveen/litrev.htm.4Connecticut Industry Clusters.State of Connecticut.Department of Economic and Community Development. Available from :http:/ww

6、w.ct.gov/ecd/cwp/view.asp?a?1100&q?249794.5Heeks R.Software strategies in developing countries 1999.Working paper series.Available from:http:/unpan1.un.org/intradoc/groups/public/ documents/NISPAcee/UNPAN015540.pdf.6Industry Clusters.University of North Carolina.Available from:http:/www.planning.unc

7、.edu/courses/261/leveen/.外文原文一：Competitive advantage in an industry cluster:The case of Dalian Software Park in ChinaWeilin Zhao,Chihiro Watanabe，Charla Griffy-BrownJ. Marketing Science,2009(2):123-125.Abstract: This paper explores the competitive advantage of Chinese software parks for promoting in

8、dustrial development. These industry clusters provide competitive advantage because they are rooted in local institutional systems. Taking the case of Dalian Software Park in China, this analysis is conducted qualitatively based on Porters diamond model, SWOT framework and interview results. Industr

9、y clusters, which encompass a series of inter- connected firms in designated geographic concentrations, show competitive advantages for industrial development with substantial resources rooted in local institutional systems including government, industry and academia aspects. In order to successfull

10、y navigate the economic paradigm shift from mass manufacturing production to innovative new product development in China, it is essential that the competitive advantages of industry clusters are strengthened and sustained in order to enhance industrial development, generate innovation and increase r

11、egional economic growth.Keywords: Competitive advantage；Industry cluster；Local institutional systems；Dalian Software Park；China；Technology parks；Innovation；Regional growthIndustry cluster“Industry cluster is a current concept in economic development, also popularized by Porter1.As a recognized exper

12、t in global economic strategies, he discusses the power of industry clusters to advance regional economies. He writes: The concept of clusters, or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies an

13、d governments to think about economies, assess the competitive advantage of locations, and set public policy. However, there has been no exact definition of industry cluster until now. Recent research by Doeringer and Terkla2and Leveen3examine the literature regarding industry clusters and identify

14、them asgeographical concentrations of industries that gain performance advantages through co-location.Geographical concentrationis the key that defines the basic but distinctive characteristic of an industry cluster.As a specialized concentration of firms and industries in a region, they usually hav

15、e common markets, and share common suppliers, trade, or education institutes, and intangible things like know-how and information; similarly, they also may face similar opportunities and threats. There are many industry cluster development models in countries around the world. For example, in the U.

16、S., Silicon Valley (California) and Route 128(Massachusetts)are well-known industry clusters. The former is famous for microelectronics, biotechnology, and venture capital markets while the latter is well known for its software, computer, and communications hardware 4.The reasons why software firms

17、tend to cluster were analyzed, with a special focus on the transfer of infor-mation and knowledge 5. In fact, although research about industry clusters has been examined from the perspectives of economic development, strategic management, knowledge sharing, and technology spillover, there is little

18、research that addresses the competitive advantage offered by industry clusters that are based on institutional systems.As introduced by Leveen6,industry clusters can be classified into two types :vertically integrated clusters and horizontally integrated clusters. The first type of cluster is made u

19、p of industries that are linked through buyer-seller relationships; the second one includes industries which might share a common market for the end products, use a common technology or labor force skills, or require similar natural resources 6.The software parks that we examine in this paper can be

20、 considered part of the second type.參考文獻(xiàn)：1Porter ME.The competitive advantage of nations.New York:Free Press;1990. 2Doeringer PB,Terkla DG.Business strategy and cross-industry clusters. Economic Development Quarterly 1995;9:22537.3Leveen J.Industry Cluster Literature Review.Available from:http:/www.

21、planning.unc.edu/courses/261/leveen/litrev.htm.4Connecticut Industry Clusters.State of Connecticut.Department of Economic and Community Development. Available from :http:/www.ct.gov/ecd/cwp/view.asp?a?1100&q?249794.5Heeks R.Software strategies in developing countries 1999.Working paper series.Availa

22、ble from:http:/unpan1.un.org/intradoc/groups/public/ documents/NISPAcee/UNPAN015540.pdf.6Industry Clusters.University of North Carolina.Available from:http:/www.planning.unc.edu/courses/261/leveen/.外文譯文二：企業(yè)品牌戰(zhàn)略研究Kapferer,J.H Strategic Brand Mnanagement J. Kogan Page,LondonJ. Marketing Science,2010(2

23、):52-61.在經(jīng)濟(jì)全球化的今天，如何適應(yīng)國(guó)際化潮流，建立強(qiáng)勢(shì)品牌，提高競(jìng)爭(zhēng)能力，已經(jīng)成為國(guó)內(nèi)企業(yè)面臨的迫切問(wèn)題。本文在分析我國(guó)企業(yè)營(yíng)銷(xiāo)品牌戰(zhàn)略發(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(yíng)銷(xiāo)中的作用。企業(yè)需要綜合運(yùn)用多種競(jìng)爭(zhēng)手段提高品意，搞好品牌定位，塑造良好品牌形象。一、日系品牌全線崩潰2006年11月22日上午，NEC宣布將推出2G及2.5G手機(jī)市場(chǎng)，這意味著繼夏普、松下、東芝、三菱、三洋之后又一家日本手機(jī)廠商退出中國(guó)市場(chǎng)，日系手機(jī)除京瓷外幾乎全部退出中國(guó)2G手機(jī)市場(chǎng)的爭(zhēng)奪。如果我們總結(jié)今天的中國(guó)家電市場(chǎng)與十年前有什么不同的話，我想，最大的不同就是，日系企業(yè)

24、在中國(guó)的繁榮已經(jīng)漸行漸遠(yuǎn)。對(duì)于日系手機(jī)敗退，乃至日系家電走到中國(guó)市場(chǎng)的低谷，主要原因有以下幾點(diǎn)：一是企業(yè)制度呆板，決策困難，反應(yīng)速度慢，與另市場(chǎng)現(xiàn)實(shí)格格不入，難以適應(yīng)快速變化的中國(guó)市場(chǎng);二是市場(chǎng)營(yíng)銷(xiāo)能力弱，產(chǎn)品規(guī)劃能力不強(qiáng)，很難根椐自己對(duì)市場(chǎng)的判斷與預(yù)測(cè)推出迎合消費(fèi)需求的產(chǎn)品，一直處于跟風(fēng)的被動(dòng)局面，無(wú)法滿足中國(guó)市場(chǎng)的需要;三是未能把握住產(chǎn)業(yè)轉(zhuǎn)型最佳時(shí)機(jī)，是日系家電企業(yè)失去市場(chǎng)主導(dǎo)地位的重要原因。 日系企業(yè)在中國(guó)市場(chǎng)上走到邊緣是否引起我們民族企業(yè)的深思？欲走國(guó)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)？二、我國(guó)企業(yè)實(shí)施品牌戰(zhàn)略的現(xiàn)狀分析處1、眾多昔日名牌“曇花一現(xiàn)”中外企業(yè)在市場(chǎng)上的品牌

25、大戰(zhàn)，使剛剛成長(zhǎng)起來(lái)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(gòu)、擠垮，即使殘留下來(lái)的也是慘淡經(jīng)營(yíng)，真正發(fā)展起來(lái)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(gòu)，其后的品牌形象就一再下滑。2、品牌戰(zhàn)略已日漸引起國(guó)內(nèi)企業(yè)重視，政府的扶持自上世紀(jì)80年代改革以來(lái)，我國(guó)社會(huì)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(shí)代走向市場(chǎng)經(jīng)濟(jì)時(shí)代的中國(guó)企業(yè)，品牌經(jīng)營(yíng)無(wú)從無(wú)到有。資料顯示，各地各級(jí)政府在對(duì)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(yáng)等市對(duì)中國(guó)名牌企業(yè)的獎(jiǎng)勵(lì)為

26、100萬(wàn)元，大連為300萬(wàn)元，對(duì)獲省市名牌的企業(yè)獎(jiǎng)勵(lì)為10萬(wàn)元20萬(wàn)元。2007年1月8日至1月11日，第40屆國(guó)際消費(fèi)電子展（CES）在美國(guó)杜斯維加斯的威尼斯酒店開(kāi)幕。在CES上我們民族企業(yè)取得驕人的業(yè)績(jī)。據(jù)了解，今年中國(guó)有4000人注冊(cè)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(píng)選為另消費(fèi)電子第一品牌。3、洋品牌的地位在多數(shù)行業(yè)仍是難以動(dòng)搖的但是，我們也應(yīng)看到，面對(duì)市場(chǎng)上紛繁的產(chǎn)品，真正能讓消費(fèi)者脫口而出的國(guó)內(nèi)品牌屈指可數(shù)。隨著對(duì)外開(kāi)放的深入，國(guó)際上一些大公司紛紛擠入中國(guó)市場(chǎng)，一時(shí)間中國(guó)市場(chǎng)上充斥著“索尼”、“可口可樂(lè)”、“飄

27、柔”、“奔馳”等種種國(guó)際名牌，這些名目眾多的洋品牌猛烈地撞擊著中國(guó)的民族品牌。雖然在家電行業(yè)，以海爾品牌為首，“康佳”、“長(zhǎng)虹”、“TCL”等國(guó)產(chǎn)名牌已發(fā)展得不錯(cuò)，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在競(jìng)爭(zhēng)劣勢(shì);在IT行業(yè)，“聯(lián)想”、“方正”、“長(zhǎng)城”等品牌的競(jìng)爭(zhēng)力都有明顯提高，但與歐美、日本等國(guó)的產(chǎn)品相比，品牌知名度仍有不足;在日用消費(fèi)品市場(chǎng)，“寶潔”、“利華”、“漢高”等國(guó)際公司已形成三足鼎立之勢(shì)。三、我國(guó)企業(yè)實(shí)施品牌戰(zhàn)略中存在的主要問(wèn)題及誤區(qū)目前，中國(guó)品牌走向國(guó)際市場(chǎng)有著巨大的機(jī)遇和空間，品牌的國(guó)際化已紗可避免，然而品牌建設(shè)中也存在著不盡如人意的問(wèn)題。我國(guó)企業(yè)實(shí)施品牌建設(shè)存

28、在的問(wèn)題從微觀企業(yè)自身因素角度：存在技術(shù)開(kāi)發(fā)能力不足，品牌競(jìng)爭(zhēng)能力不強(qiáng);品牌個(gè)性不足，缺乏創(chuàng)新和發(fā)展能力;生產(chǎn)和經(jīng)營(yíng)規(guī)模偏小，品牌發(fā)展缺乏整體規(guī)劃;出口和國(guó)際經(jīng)營(yíng)能力偏弱，品牌意識(shí)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(huì)環(huán)境因素上講：社會(huì)機(jī)制有待進(jìn)一步改善，政策法規(guī)的支撐需要進(jìn)一步加強(qiáng)，國(guó)家的產(chǎn)業(yè)政策，出口導(dǎo)向政策對(duì)不同的行業(yè)起著不同的促進(jìn)和限制作用，金融環(huán)境 對(duì)于企業(yè)的投資能力和市場(chǎng)擴(kuò)張能力也有相當(dāng)重要的影響力。我國(guó)建立市場(chǎng)體制也有好多年了，雖有了很魘改善但仍不夠健全，有些方面還未真正適應(yīng)市場(chǎng)經(jīng)濟(jì)的要求，消費(fèi)者的心理還未完全成熟。1、忽視品牌投資，急功近利經(jīng)濟(jì)全球化背景

29、下，國(guó)際競(jìng)爭(zhēng)越來(lái)越表現(xiàn)為品牌的競(jìng)爭(zhēng)，現(xiàn)代跨國(guó)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(guò)品牌這種全方位的輸出形態(tài)，跨國(guó)公司占領(lǐng)了國(guó)際市場(chǎng)，可以毫不夸張地說(shuō)，而今，品牌已是跨國(guó)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。冰凍三尺，非一日之寒。品牌絕不可能在短期內(nèi)創(chuàng)出來(lái)，是一個(gè)長(zhǎng)期積累的過(guò)程。很多企業(yè)沒(méi)有清醒地認(rèn)識(shí)到這一點(diǎn)，妄圖在短時(shí)間內(nèi)創(chuàng)出一個(gè)名牌，而忽視了長(zhǎng)遠(yuǎn)的規(guī)劃和戰(zhàn)略。2、品牌戰(zhàn)略一項(xiàng)系統(tǒng)工程品牌戰(zhàn)略的實(shí)施是一項(xiàng)系統(tǒng)工程，是企業(yè)整體發(fā)展戰(zhàn)略與競(jìng)爭(zhēng)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)與整體形象的提高，需要有科學(xué)的經(jīng)營(yíng)理念和高超的動(dòng)作技巧，但國(guó)內(nèi)不少企業(yè)

30、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，實(shí)際工作中出現(xiàn)了不少這樣的誤區(qū)：如認(rèn)為創(chuàng)建品牌工八就是給產(chǎn)品取個(gè)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(gè)令人滿意的視覺(jué)標(biāo)志而已;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(wú)關(guān)注;企業(yè)產(chǎn)品規(guī)模一旦形成了，知名品牌就自然而然地建立了;知名品牌等同于高價(jià)，必須不切實(shí)際地提高產(chǎn)品價(jià)格等。有的企業(yè)甚至在品牌低價(jià)出售轉(zhuǎn)讓?zhuān)缥覈?guó)現(xiàn)有20多萬(wàn)個(gè)“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(wàn)元低價(jià)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(lái)喪失了本國(guó)企業(yè)自

31、身品牌、產(chǎn)品與知識(shí)產(chǎn)權(quán)，民族產(chǎn)業(yè)競(jìng)爭(zhēng)力究竟何在！3、產(chǎn)品是企業(yè)在市場(chǎng)中競(jìng)爭(zhēng)優(yōu)勢(shì)可以很快被競(jìng)爭(zhēng)對(duì)手模仿、超越，而品牌卻難以逾越，真正持久的競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)自于不斷創(chuàng)新，以“不變”應(yīng)“萬(wàn)變”品牌是核心競(jìng)爭(zhēng)力的集中體現(xiàn)。市場(chǎng)是瞬息萬(wàn)變的，任何品牌都面臨著隨時(shí)被淘汰的危險(xiǎn)。過(guò)于看重現(xiàn)有的成績(jī)，不重視創(chuàng)新，是導(dǎo)致很多品牌“下馬”的重要原因?？煽诳蓸?lè)公司前任首席營(yíng)銷(xiāo)官塞爾齊曼說(shuō)，“品牌是唯一使公司產(chǎn)品和服務(wù)有別于競(jìng)爭(zhēng)對(duì)手標(biāo)志，是開(kāi)辟市場(chǎng)最有效的武器，優(yōu)秀的品牌可以讓你的品牌脫穎而出?！碑a(chǎn)品的物理屬性、數(shù)量、價(jià)格、質(zhì)量、服務(wù)等很容易被競(jìng)爭(zhēng)對(duì)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

32、認(rèn)識(shí)等無(wú)形的東西，使企業(yè)永遠(yuǎn)立于市場(chǎng)競(jìng)爭(zhēng)的不敗之地。消費(fèi)者的認(rèn)知決定企業(yè)的命運(yùn)，而品牌又直接的影響了消費(fèi)者的認(rèn)知。品牌是市場(chǎng)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。四、民族企業(yè)在品牌國(guó)際化進(jìn)程中如何進(jìn)行品牌定位1、以科技為后盾，樹(shù)立“質(zhì)量第一，以質(zhì)取勝”的經(jīng)營(yíng)理念，品牌的時(shí)尚要素、個(gè)性化的突出。產(chǎn)品質(zhì)量是創(chuàng)造名牌的基石。產(chǎn)品的競(jìng)爭(zhēng)力表現(xiàn)為品牌的競(jìng)爭(zhēng)，而品牌競(jìng)爭(zhēng)所依仗的則是產(chǎn)品的內(nèi)在質(zhì)量。一個(gè)品牌成長(zhǎng)為品牌靠的是質(zhì)量，一個(gè)品牌在市場(chǎng)上倒牌也大多是因?yàn)橘|(zhì)量出了問(wèn)題。所以，可以說(shuō)，質(zhì)量是品牌生命之所系。此外，企業(yè)還應(yīng)借鑒國(guó)外成功經(jīng)驗(yàn)，提

33、高自己的設(shè)計(jì)開(kāi)發(fā)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(chǎng)競(jìng)爭(zhēng)能力，就必須在技術(shù)創(chuàng)造上下功夫。在世界個(gè)性化趨勢(shì)的變化中，顧客的價(jià)值體驗(yàn)和差異化價(jià)值實(shí)現(xiàn)已經(jīng)直接決定了產(chǎn)品的最終銷(xiāo)售，個(gè)性化服務(wù)不可或2.強(qiáng)化市場(chǎng)營(yíng)銷(xiāo)，提高品牌認(rèn)知度，將品牌戰(zhàn)略有機(jī)地融合于企業(yè)整體戰(zhàn)略，并促進(jìn)整體戰(zhàn)略的發(fā)展。 市場(chǎng)營(yíng)銷(xiāo)是實(shí)施品牌戰(zhàn)略中的重要一環(huán)。通過(guò)選擇正確的市場(chǎng)營(yíng)銷(xiāo)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(chǎng)占有率。實(shí)施品牌戰(zhàn)略布施一項(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(gè)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(yíng)管理的所有重大戰(zhàn)略決策，這些重大戰(zhàn)略決策都要自覺(jué)

34、地圍繞品牌來(lái)進(jìn)行，來(lái)展開(kāi)。外文原文二：Brand Strategy ResearchKapferer,J.H Strategic Brand Mnanagement J. Kogan Page,LondonJ. Marketing Science,2010(2):52-61.Economic globalization, how to adapt to international trends, establish, a strong brand and enhance our competitiveness, have become pressing issues facing enterp

35、rises. Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterise needs to sue a variety of means of competition to increase brand awarenss,improve brand positioning,an create a good brand image.Economic globalization,how to adapt to interna

36、tional trends,establish,a strong brand and enhance 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 means of competition to increase brand

37、awarenss, improve brand positioning, an create a good brand image. First, Japanese brands across the board defeat November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mo

38、bile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention. If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that J

39、apanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is

40、 weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to tr

41、ansition is the Japanese home appliance companies lose an important reason for market dominance. Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the le

42、ssons learned behind?Second, the brand strategy implementation in China the Current SituationMany old famous“flash in the pen”Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80s brand ,not being

43、 registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the 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 i

44、mage is repeated. Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,Chinas socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chines

45、s companies, brand management has grown out of nothing. Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incen

46、tives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan. Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve s

47、uperior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the worlds most authoritative consumer electronics industry media “TWICE”named for the Ch

48、inese consumer electronics brand.3.The status of foreign brands in most sectors is still difficult to shakeHowever,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have t

49、o 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 in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”

50、and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goods market,“PG”

51、，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors.Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also bran

52、d building is not unsatisfactory.Our Enterprise Brand Building Problems Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and manage

53、ment,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies

54、 and regulations support the neeed to further strengthen the countrys industrial policy,export-oriented policies for different sectors play different role in the countrys industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financia

55、l environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has

56、 not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brands competition, the overwhelm

57、ing majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand ha

58、s achieved global strategic objectives of transnational corporations sharp weapon,is an important means to achieve capital expansion. Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point

59、,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of bra

60、nd strategy is to 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 performance and immediate impact brand development ,practical work in the emergence of

61、 many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands o

62、n the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost trans

63、fer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequen

64、ces of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountabl

65、e,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo” Brand is the concentrated expression of the core competitiveness.The market is constrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do n