1、中文 3650 字 毕业论文（设计） 外文翻译 题 目： 企业品牌建设初探 一、 外文原文 标题： Corporate Brand Building: A Methodology 原文： BRAND BUILDING VS REPUTATION MANAGEMENT The author has always found the term reputation management a little limp. It does not pass the cocktail party test. If someone asked at the metaphoric cocktail party
2、What do you do? The author would not imagine saying Oh . I manage reputations. Put bluntly, as a client and not a consultant it would seem wasteful to pay good money for someone to manage my reputation. It sounds like something to be done for oneself-not left to some-one else. And it docs not sound
3、espe-cially dynamic. On the other hand, paying someone to build my brand sounds altogether more energetic and useful. That is one of the reasons why the authors company evolved its strapline from PR solutions to marketing pro-blems to building corporate and pro-duct brands. The other is that it bett
4、er expresses what the firm now does as a consultancy: corporate as well as mar-keting PR. The identity shift did, how-ever, present two problems. First, we did not want to alienate clients who did not see their organisa-tions as brands. Much of our business is in the public sector. We do not yet liv
5、e in a world where government bodies see themselves as brands (although with the reinvention of the Labour Party it may only be a matter of time). Putting the corporate before product in the strap helped. The term product brand leads on to consumer PR, which is only part of our work. Secondly, it be
6、gged the question - if we are a brand-building PR firm, then how exactly do we build brands - especially corporate brands? We needed to package what we were already doing across the firm in differ-ent ways into a best practice methodol-ogy available to our staff. What follows is based on internal se
7、minar presentations about this methodology. WHAT ARE BRANDS FOR? What job of work do brands do? David Ogilvy famously and suc-cinctly pointed to the power of emo-tion as the only sustainable differentiator in promoting a company, recognising that people buy with their heart as much as their head. At
8、 the risk of teaching grandmothers to suck eggs, it is reproduced because of its critical importance: A company with a price advantage can be undercut. A company with a performance advantage can be outflanked. But a company with an emotional difference can potentially demand a premium forever. It is
9、 this emotional difference that makes the brand. As well as command-ing a premium, the brand: - Creates a strong sense of identity for staff and customers alike (eg the Co-operative Bank) - creates consistency across diverse products and services (eg Body Shop) - builds a deposit account of goodwill
10、 to help it weather crises (eg British Airways) - enables credible extensions into new product areas and new sectors like the super-elastic Virgin. A corporate brand goes beyond price and performance to secure the loyalty of its stakeholders. For example, Asdas controversial and high-profile pricing
11、 campaigns on books, pharmaceuticals and now luxury-branded goods express its posi-tioning as a consumer champion. The message that comes through the cam-paigns is not so much our prices are cheaper as we are taking up cudgels on your behalf against artificially high prices. WHAT IS A CORPORATE BRAN
12、D? Some people make a distinction between corporate brands and product brands, and some think of brands only as product brands. But the author believes there is little practical differ-ence between corporate and product brands, especially when it comes to building them. A brand is a set of associati
13、ons in the mind of the consumer. If we agree with Ogilvy, a good product brand offers the consumer positive associations based on emotion as much as on reason. Individuals share or aspire to the values behind that brand. They buy the brand because of what it says about them. Assuming they can afford
14、 it, they buy their beloved Mercedes because they like the associations (and enjoy the drive). Actually, they are not buying a brand at all, they are buying a car. The brand is intangible - it is in their mind. It is equally intangible whether the brand is attached to a product or to an organisation
15、. Plus, with many brands - Mercedes is a good example - the product brand and the corpo-rate brand are virtually indistinguish-able. If it was rumoured one day that Mercedes were launching a three-wheeler, we would expect it to have similar qualities to their four-wheelers. It is this equality of in
16、tangibility that makes it possible to build a brand around a firm (corporate brand) as readily as around a product (product brand). But corporate brand building is more complex and more challenging, because products are objects, while organisations are people. The authors firm sees a corporate brand
17、 as made up of three elements: vision, values and style. Vision is as much a giving thing as a seeing thing: the contribution a firm makes to its staff , its customers, its industry, its local and possibly global community. The acid test is to ask: if the firm disappeared overnight, would anyone not
18、ice or care? The author believes the world would take notice and mourn the demise of a firm like Apple , for instance, incomparably more than a host of its lesser rivals. Apple is not just respected and appre-ciated. It is loved because of its mission to create products which empower and delight peo
19、ple. Values are what the firm stands for - its principles, expressed through policies and practices. These are defined as much by what the firm does not do as by what it docs. The extraordinary overnight success of the Co-operative Bank, for example (which woke up one morning, threw out its tired, old-fash-ioned wardrobe and replaced it with a new set of natty designer threads), is
