1、外文翻译企业品牌建设一个方法论中文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 part
2、y 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 soun
3、d 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 bet
4、ter 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 beg
6、ged 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 semi
7、nar 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 t
8、he 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 th
9、is 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 to
10、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 campa
11、igns 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 BRAND?Some
12、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 associations in th
13、e 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 it, they
14、 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. Plus, wi
15、th 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 intangibilit
16、y 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 as made u
17、p 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 notice or car
18、e? 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 people. Value
19、s 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-io
20、ned wardrobe and replaced it with a new set of natty designer threads), is down to a solemn promise to customers not to invest in regimes and industries which oppress the human spirit. It reinvented itself, drawing deep from its heritage of social responsibility, refor-mulated so as to be relevant t
21、o modern times. What is crucial here is that it is impossible to separate the association of ethical banking from the Co-operative Bank brand. The brand positioning is not some kind of corporate sales pro-motion (often a waste of money, as some of the sponsors of the 1998 World Cup discovered). It h
22、as become part of the organisations identity. Vision and values are expressed in how the firm conies across in its com-munication and through its people and its style. Very often this is the trickiest bit. One the one hand it requires iden-tifying and grooming the right heroes to communicate vision
23、and values as spokespeople in the media. The right people are not always the most senior people. On the other hand, it requires ensuring that everyone, not just the chosen heroes, understands the vision and values and communicates these appropriately in contact with external audiences, especially cu
24、stomers. In communicating its corporate brand proposition, a firm is making a promise to its audiences. It must deliver behind the promise, or be pilloried for incon- sistency and betrayal. People will judge a firm far more on their personal experience face to face or on the phone than on what they
25、read about it in the newspapers. This means checking that policies, products, practices, systems - in fact, the firms entire operation - are set up to support it, before going public. The difficulty in large firms is that internal and external communica-tions (let alone operations, sales and marketi
26、ng) are all too often the pro-vinces of different departments and power structures. The advent of com-munication directors with responsibility across all communication has to be a step in the right direction.HOW DO WE BUILD THE BRAND? The authors firm has developed a four-stage approach, under the h
27、eadings: - reconnaissance - strategy - fulfilment - evaluation. Stage 1: Reconnaissance Effectively, this is a SWOT-plus analy-sis that uses information from internal and external sources, including desk and survey research, to agree: - goals: where is the firm going, what is it trying to achieve -
28、current position: where is it coming from, how is it perceived and how does it stack up against the competi-tion - vision, values and style: what is its contribution, what are its values, how should these affect style of communication - issues: what relevant (and media-friendly) issues are there in
29、the public domain that can be exploited to create a debate and that can be owned- preferably exclusively - by the firm to build its corporate brand through association?Stage 2: Strategy At the heart of strategy is a campaigning theme in which the firm sets out to make a contribution to the world on
30、one or more of the relevant issues that have been identified. This is not about saying, but doing: taking action to right a wrong, or to make life better for its stakeholders. This may include the submission of a researched report to a relevant author-ity, calling for some kind of action, perhaps ev
31、en a change in the law.For example, when the insurer Direct Line first went into the home insurance sector in the early 1990s, having become market leader in the very dif-ferent motor insurance sector, it her-alded its arrival with a submission to the Office of Fair Trading attacking banks and build
32、ing societies practice of tieing in insurance products to mortgage agreements in order to earn commission on the insurance. Entitled A billion pound burglary, Direct Lines report achieved substantial cov-erage, giving it the high moral ground in the new sector before it actually launched its product. It also implied home insurance would be cheaper from Direct Line, as there would be no com-mission to pay. In defining strategy, thought is given to how the campaigning theme will actually be exploited, typically through a
