如何应对品牌老化文献翻译.docx
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如何应对品牌老化文献翻译.docx
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如何应对品牌老化文献翻译
毕业论文(设计)外文翻译
标题:
HowToCopeWithAgingBrands
原文:
Individualbrands,orevenwholecategories,thatwereonceimportantforaparticularconsumersegment,becomeirrelevantassocietyevolvesandtasteschange.
Inthepast,oneofthemostcommonsituationsinwhich“brandsagedbadly”revolvedaroundstrongassociationswithnationalpride.Manybrands,suchasUSautomakersFordandGM,oncesuccessfullyownedthisspace.Overtime,however,thekindofbrandattributesthattheywereassociatedwithlosttheirimportanceaspurchasedrivers.Thiswasduetoadiversesetofrealities.MorerelevantattributesemergedsuchastheriseoftheJapanesemanufacturerToyota’sreputationforqualityintheUS,thelackofrelevanceinnationalpridetonewgenerationsofconsumersandeventheemergenceofa“global”mindsetinwhichconsumerswerewillingtotrynewthingsfromothermarkets.
Theriseofnewgenerationsofconsumers—withnewideasandevolvingneedsandwants—meantthatalthoughtheselegacynationalprideassociatedbrandsretainedtheirdistinguishingcharacteristicsfromtheircompetitors,theirattributeswerenolongerrelevant.
ThissituationhasbeenfacedbyalotofEuropeanbrandsincategoriessuchasretail,airtravel,telecommunications,andmanyothersinwhichstrongbrandsdifferentiatedthemselvesbyemphasizingtheiroriginandroots:
brandslikeFranceTelecom,BritishAirways,orMarks&Spencer.
AcurrentexampleofthissituationisobservedatWaitrose,theupscaleUKgroceryretailer.Withthecreditcrunch,mainstreamconsumersegmentsaremovingawayfrompremiumpriceproductsastheyrecognizethatacceptablequalityexistselsewhere.Theethicaland“Britishgrown”partoftheequityofWaitroseisnotrelevantenoughtoconsumers,whoareswitchingtocheaperandevento“foreign”brandssuchastheEuropeanharddiscountretailers,AldiandLidl,thatareperformingquitestronglyintheUKmarket.
BrandssuchasWaitrosenowfaceatoughquestion:
ShouldIcompletelylosemycurrentbrandequityassociationsoIcanbecomerelevanttonewconsumers?
Theanswertothisquestionisusuallyno.
Brandsneedtoevolvetheirlegacytomakesurethethingsthatdifferentiatethemfromtheircompetitorsarecomplementedbymorerelevantpurchasedrivers.Theyneedtoupgradethedifferenttouchpointsofthebusiness,createnewproductbrands,eliminateothers,andlaunchnewproductlines.
Recentcorporatehistoryislitteredwithexamplesofbrandsneedingtoadjusttheirbrandimagetocopewithnewscenariosandanewgenerationofconsumers.
Whentelecommunicationscompaniesevolvedfrompublic-sectorbusinessestomulti-serviceproviders,firstexpandingintomobiletelephony,theycreatednewbrands.Thesewerenotcompletelyindependentfromthetraditionalfixedlineoperatorbrandingbutincorporatednewattributesthatwererelevanttothisnewlineofbusiness.Again,thebeneficialaspectsofthelegacyoftheagingbrandwhichprovidedscale,reliability,andtrustwerecomplementedbythepersonalityofthenewmobilebrand.Thismeantthatoldfixedtelephonybrandswereabletocompetewithstrong,youngattackerbrands.
OneofthemostsuccessfulexamplesofthiswasthelaunchandconsolidationofTelefónica’sMovistarbrandinSpainandLatinAmerica.TheTelefónicabrandhadastrongtrustinitscoreSpainandLatinAmericanmarkets,anditleveragedonitsequityasthebig,traditional,andSpanishnationalincumbent.TheSpanishsideofthisequationlostrelevanceinSpainandevenbecamenegativeinLatinAmerica,wherethecompanywantedtomoveawayfromaperceptionof“herecomestheSpanishcolonialismagain.”
Also,theemergenceofmobilecommunicationsrequiredittohaveamoreemotionalrelationshipwithconsumers.Inthiscontext,Telefónicaevolveditslegacybrandtodialuptheaspectsofitsequitythatwererelevanttoresidentialandcorporateconsumers,suchasquality,innovation,andanyothermagnituderelatedattributesthatwouldbuildtrust.
Also,itsSpanishrootswereshiftedintoemphasizingitscorporatespiritofprogressessence,whichhighlightedthepositiveimpactthatthecompanyhadindevelopingtheeconomyinemergingmarkets.Inparallel,itdevelopedtheyoungerMovistarbrand.ThisbrandwouldbesupportedbytheequityofTelefónicabutwouldallowcommunicationwithconsumersinalanguagethatwasmorerelevantinthemobilebusiness.
Buttheproblemofagingbrandsisnotlimitedtothosewithapatriotictradition,ascanbeseenfromtheexampleofBurgerKing.
BurgerKingwasan“old”brandthatconsistentlyunderperformeditscategory.Theessenceofitsmessagewas”Wemakebetterburgers,havethemyourway,”andthisbecameirrelevanttoitsconsumerbaseworldwide,whofeltmuchclosertothemoreemotionalapproachtothefastfoodconsumptionexperiencethatMcDonald’swascommunicating.
IttookBurgerKingtimeandmultiplechangestoitsownershipstructure,advertisingcampaigns,managementteams,andgo-to-marketstrategiesbeforeitfinallyunderstoodthatitsbrandhadbecomeirrelevanttomales18–35yearsold.Afteritrecognisedthisandtookappropriateaction,thefastfoodgiantneverlookedback.Itreshapeditsbrand,tappingintoitsrootsandembracinginnovationacrossthefourPs—Product,Price,Promotion,andPlace.
BurgerKing’sbrandevolvedits“betterqualityburger”approachintoarule-breaking,politicallyincorrectpositioninginwhichitalmosttellstheconsumer,“Yes,weknowitisfastfood,weknowitisredmeat,butthisiswhatyoulike,youlikeourbigandgreasyburgers,andnobodyneedstotellyouwhatisandisn’tgoodforyou.”Coupledwithboldadvertisingandinnovativesocialmediacampaigns,thisputBurgerKingbackonthemapwithmorethan13straightquartersofsalesgrowth.
StannahStairiiftsisattemptingtogiveitsadvertisingamoremodernfeelbyremovingthe"distresspurchase"stigmaassociatedwithitsproducts.LeagasDelaneyhaswonthecompany's£2mabovethe-lineaccount,andwillcreateacampaigntoreinventtheUK'slargestindependentmanufacturerofpassengerliftsandverticalplatforms(MWlastweek).
StannahmarketingmanagerShelleyColesaystheagencywillberesponsibleforhighlightingthepositiveaspectsofitsstairliftsandassociatedrange."Itisaboutcreatingmoreofanemotionalattachmenttothebrandandtalkingtopeopleaboutthecategoryinadifferentway,"Colesays.
Thebrand,whichhastraditionallyconcentratedadvertisingaroundthemobilitysectionofnewspapers'classifiedpages,aimstobroadentheappealofitsproductsamongloweragebrackets."Thisisnotjustaproductforveryoldpeople.Wewanttoencouragepeopletopurchaseitearlierinlife,"shesays.Thecompanytookstepstorevampitsimagelastyearwiththelaunchoftwonewmodels,theSolusandSofia.
StannahisamongseveralbrandsthathaveatonetimebeenconsideredsecondrateintheUK,butsubsequentlyrosetoprominence.AclassicexampleisthedramaticrebirthofSkoda.Onceconsideredanationaljoke,theVolkswagen-ownedbrandmarketeditselfbackintofavourwiththelaunchofthe"It'saSkoda.Honest"campaign.
ChrisHawken,whojoinedSkodaasmarketingdirectorin1998,criticisedthecompany'sproduct-centricadvertisingatthattimeforfocusingon"quietlytargetingnon-rejectionsratherthanactuallychangingperceptions".Hawken,whohassincebecomebrandcommunicationsmanageratAudi,workedalongsideFallonLondontodevelopastrategywhichusedself-deprecatinghumourtoconvinceconsumerstoreassessthecompanyasaqualitycarmanufacturer.
Hawkenstressestheimportanceofhavingastrongproducttosupportanycampaigntacklingapoorbrandimage.
PeterShaw,managingdirectorofbrandingconsultancyBrandCatalyst,agreesthatforconsumerstoreappraiseabrandtheremustbe"truth"behindtheproductsonoffer."AmajorreasonSkodacouldshiftitsimagewasbecauseeveryoneknewitwasaVolkswagen[design]andrespectedwhatwashappeningbehindthebrand."heexplains.
Suchdrasticshiftsarealsoevidentinthehighstreet,withtherisetoprominenceofdiscountretailerssuchasPrimark.Foryears,theAssociatedBritishFoods-ownedchainwasconsideredhighlyunfashionable.Butmorerecently,ithasdiscoveredanew-foundstatusamongvalueboutiques,cementingitsplaceamongtheUK'sfourbiggestwomenswearretailers.
ShawsaysStannah'stacticscloselyechochangesimplementedbySaatchinvest-ownedmealreplacementproductComplan.TheCompanyinstructedWilliamsMurrayHammlastyeartorebrandtheproductwitharadicalnewlooktocounter"clinical"and"elderly"perceptionsaheadofthelaunchofitsenergydrinkandbar.
ButwhileheagreesfromacorporateperspectivethatStannahcouldsuccessfullyrepositionasamodemanddynamicbusiness,hewarnsofthedangersofalienatingitscoremarketintheprocess."Youcandressitupallyouwant,butifyoucan'tgetupthestairsitisadistressPurchase,"heconcludes.
IntheUK,wehaverecentlyobservedhowcompleteproductlinesatagingbrandshavediedandthenreinventedthemselves.Thissituationisquitedifferentfromthepreviousscenariosoutlinedabovebecauseitassumesthattheequitythatexistedneedstobecompletelywipedoutbeforeabrandisabletobecomerelevanttoadifferentsegmentofconsumers.ThisisprobablythereasoningbehindtheradicalbrandingshiftvisibleattheretailchainfromVirginMegastorestoZavvi.
ManagementoftheCD-retailer-turned-video-game-shopthoughtthatitsstronglegacybrand,Virgin,wasnotappropriateforthenewdirectionstheywantedforthebusiness.Thisisquiteinterestingasitimpliesthat
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