1、毕业论文（设计） 外文翻译 一、外文原文 原文 SME brand building and management: an exploratory study Brand management is an area where small- and medium-size enterprises (SME) studies have received little attention from researchers in spite of the fact that 95 to 99 percent of businesses are considered as SMEs world wid
2、e Although the literature on SMEs marketing is well developed , this work does not touch upon branding. Additionally, a large amount ofresearch has been carried out on branding in the context of the large firm only Owing to their resource limitations and the owner/manager s powerful influence on dec
3、ision making, small firms behaviors follow different patterns than their larger counterparts when dealing with marketing issues.Moreover, in the present global competitive environment, especially in regards to consumer goods marketing, brands provide a differentiating statement and a competitive adv
4、antage if used appropriately. It is through the development of a specific brand identity that a company makes a brand unique and conveys its distinctiveness , leading to a positive brand image in consumers minds, and ultimately to high brand equity. It has, however, been demonstrated that SMEs have
5、so far put little emphasis on branding. Manufacturing SMEs are also subjected to increased international competition and need to find opportunities in foreign markets. There is evidence that a larger number of small businesses are expanding into foreign markets soon after their inception and they ar
6、e mimicking large organizations (LOs) strategies in various fields. Given the scant literature on SMEs brand equity management and the inherent properties of these firms, the research question for this paper is: RQ1. How do SMEs, which are characterized by limited resources and an owner/manager focu
7、sed decision-making process, create their brand identity and manage their brand equity locally and internationally?To investigate the research question, a comparative overview of the main concepts and practices in branding in LOs and SMEs are first presented. The methodology is then explained follow
8、ed by an analysis of the interviews. The paper closes with a discussion about the implications of study findings for managers and researchers. A strong brand can lead to several marketing advantages and increase companies competitive strength. A strong brand generally refers to a brand having positi
9、ve equity to the extent that consumers respond more favorably to marketing activities when the brand is identified, compared to when it is not. Consumers personal identification with a brand is the ultimate differential response to strong brands , leading to specific brand relationship through attit
10、udinal attachment, loyalty, and consumers active engagement. This relationship is built through the meanings the brand projects, via favorable associations, to consumers who are open to its values and image . Differences in consumers brand knowledge influence their responses to marketing activities.
11、 Consequently, a successful brand-building process involves the creation and development of a brand identity and its effective management. Large organizations (LO) have developed finely-crafted strategies to manage their brands on a local as well as global scale Branding is not a priority for SMEs.
12、It is viewed as a reductive concept involving only the logo, the product, the service or the technology they sell.Recent empirical studies and conceptual papers have attempted to identify relevant factors and processes in SMEs,brand building and management. In the following section these processes w
13、ill be compared to the ones commonly found in LO models. Brand identity. De Chernatony suggests that visionary management should be the starting-point to strategic brand building. Brand identity strategy guides brand decisions and warrants coherence of marketing actions through time , and should, in
14、 turn, be associated with specific and limited core values that are complementary to organizational values and culture. In SMEs entrepreneurs are the visionary individuals who are the focal points for brand building and identity creation . Krake stresses that there should be a clear link between the
15、 entrepreneur s character and the brand as she is the personification of the brand. Brand equity. High brand equity means that a product s value is enhanced when it is associated with a brand name and the meanings attached to it.Brand equity sources include consumers awareness of the brand and stron
16、g,favorable and unique associations. The first step in creating brand equity is to develop a brand identity that is achieved through a unique set of associations that a firm aspires to create or maintain.The importance of brand associations is highlighted in several studies as associations can posit
17、ively influence consumer choice, preferences, purchase intention. It is suggested, however, that symbolic values are more sustainable in terms of differentiation than functional values.Furthermore, consumers derive beliefs not only from direct associations to the brand but also from secondary associ
18、ations (such as the country of origin of the brand, the company reputation, spokespersons personality or events), to the extent that these associations can be leveraged by the brand. The development of brand equity in SMEs is also based on associations.These associations should not only be represent
19、ative of consumers needs, as in LOs, but also of the entrepreneur s personality. Entrepreneurs are the main conveyors of the brands identity, therefore, there should be a high degree of coherence between the personality they project and the brand associations that are evoked. Consequently, entrepren
20、eurs need to cultivate their images to the same extent, if not on the same scale, as CEOs of large corporations. It is also suggested that SMEs should choose no more than one or two product features to become the brand s main associations . Moreover, it has been shown that, as in LOs, both symbolic
21、and functional values can be used as well as interdependency between the two.In SMEs, therefore, the associations are more closely linked to the entrepreneur instead of being fabricated from consumer research to fill latent needs, as it is the case in LOs. The value of brand equity can only be assessed if it can be measured. Various methods have been developed to do so in LOs. Such is not the case in SMEs as their
