外文翻译企业品牌建设一个方法论.docx
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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:
CorporateBrandBuilding:
AMethodology
原文:
BRANDBUILDINGVSREPUTATIONMANAGEMENT
Theauthorhasalwaysfoundtheterm'reputationmanagement'alittlelimp.Itdoesnotpassthecocktailpartytest.Ifsomeoneaskedatthemetaphoriccocktailparty'Whatdoyoudo?
'Theauthorwouldnotimaginesaying'Oh...Imanagereputations'.Putbluntly,asaclientandnotaconsultantitwouldseemwastefultopaygoodmoneyforsomeoneto'managemyreputation'.Itsoundslikesomethingtobedoneforoneself-notlefttosome-oneelse.Anditdocsnotsoundespe-ciallydynamic.Ontheotherhand,payingsomeoneto'buildmybrand'soundsaltogethermoreenergeticanduseful.
Thatisoneofthereasonswhytheauthor'scompanyevolveditsstraplinefrom'PRsolutionstomarketingpro-blems'to'buildingcorporateandpro-ductbrands'.Theotheristhatitbetterexpresseswhatthefirmnowdoesasaconsultancy:
corporateaswellasmar-ketingPR.Theidentityshiftdid,how-ever,presenttwoproblems.
First,wedidnotwanttoalienateclientswhodidnotseetheirorganisa-tionsasbrands.Muchofourbusinessisinthepublicsector.Wedonotyetliveinaworldwheregovernmentbodiesseethemselvesasbrands(althoughwiththereinventionoftheLabourPartyitmayonlybeamatteroftime).Puttingthe'corporate'before'product'inthestraphelped.Theterm'productbrand'leadsontoconsumerPR,whichisonlypartofourwork.
Secondly,itbeggedthequestion-ifweareabrand-buildingPRfirm,thenhowexactlydowebuildbrands-especiallycorporatebrands?
Weneededtopackagewhatwewerealreadydoingacrossthefirmindiffer-entwaysintoabestpracticemethodol-ogyavailabletoourstaff.
Whatfollowsisbasedoninternalseminarpresentationsaboutthismethodology.
WHATAREBRANDSFOR?
Whatjobofworkdobrandsdo?
DavidOgilvyfamouslyandsuc-cinctlypointedtothepowerofemo-tionastheonlysustainabledifferentiatorinpromotingacompany,recognisingthatpeoplebuywiththeirheartasmuchastheirhead.Attheriskofteachinggrandmotherstosuckeggs,itisreproducedbecauseofitscriticalimportance:
"Acompanywithapriceadvantagecanbeundercut.Acompanywithaperformanceadvantagecanbeoutflanked.Butacompanywithanemotionaldifferencecanpotentiallydemandapremiumforever."
Itisthisemotionaldifferencethatmakesthebrand.Aswellascommand-ingapremium,thebrand:
-Createsastrongsenseofidentityforstaffandcustomersalike(egtheCo-operativeBank)
-createsconsistencyacrossdiverseproductsandservices(egBodyShop)
-buildsadepositaccountofgoodwilltohelpitweathercrises(egBritishAirways)
-enablescredibleextensionsintonewproductareasandnewsectorslikethesuper-elasticVirgin.
Acorporatebrandgoesbeyondpriceandperformancetosecuretheloyaltyofitsstakeholders.
Forexample,Asda'scontroversialandhigh-profilepricingcampaignsonbooks,pharmaceuticalsandnowluxury-brandedgoodsexpressitsposi-tioningasaconsumerchampion.Themessagethatcomesthroughthecam-paignsisnotsomuch"ourpricesarecheaper"as"wearetakingupcudgelsonyourbehalfagainstartificiallyhighprices".
WHATISACORPORATEBRAND?
Somepeoplemakeadistinctionbetweencorporatebrandsandproductbrands,andsomethinkofbrandsonlyasproductbrands.Buttheauthorbelievesthereislittlepracticaldiffer-encebetweencorporateandproductbrands,especiallywhenitcomestobuildingthem.
Abrandisasetofassociationsinthemindoftheconsumer.IfweagreewithOgilvy,agoodproductbrandofferstheconsumerpositiveassociationsbasedonemotionasmuchasonreason.Individualsshareoraspiretothevaluesbehindthatbrand.Theybuythebrandbecauseofwhatitsaysaboutthem.Assumingtheycanaffordit,theybuytheirbelovedMercedesbecausetheyliketheassociations(andenjoythedrive).
Actually,theyarenotbuyingabrandatall,theyarebuyingacar.Thebrandisintangible-itisintheirmind.Itisequallyintangiblewhetherthebrandisattachedtoaproductortoanorganisation.Plus,withmanybrands-Mercedesisagoodexample-the'product'brandandthe'corpo-rate'brandarevirtuallyindistinguish-able.IfitwasrumouredonedaythatMercedeswerelaunchingathree-wheeler,wewouldexpectittohavesimilarqualitiestotheirfour-wheelers.
Itisthisequalityofintangibilitythatmakesitpossibletobuildabrandaroundafirm(corporatebrand)asreadilyasaroundaproduct(productbrand).Butcorporatebrandbuildingismorecomplexandmorechallenging,becauseproductsareobjects,whileorganisationsarepeople.
Theauthor'sfirmseesacorporatebrandasmadeupofthreeelements:
vision,valuesandstyle.
"Vision"isasmuchagivingthingasaseeingthing:
thecontributionafirmmakestoitsstaff,itscustomers,itsindustry,itslocalandpossiblyglobalcommunity.Theacidtestistoask:
ifthefirmdisappearedovernight,wouldanyonenoticeorcare?
TheauthorbelievestheworldwouldtakenoticeandmournthedemiseofafirmlikeApple,forinstance,incomparablymorethanahostofitslesserrivals.Appleisnotjustrespectedandappre-ciated.Itislovedbecauseofitsmissiontocreateproductswhichempoweranddelightpeople."Values"arewhatthefirmstandsfor-itsprinciples,expressedthroughpoliciesandpractices.Thesearedefinedasmuchbywhatthefirmdoesnotdoasbywhatitdocs.TheextraordinaryovernightsuccessoftheCo-operativeBank,forexample(whichwokeuponemorning,threwoutitstired,old-fash-ionedwardrobeandreplaceditwithanewsetofnattydesignerthreads),isdowntoasolemnpromisetocustomersnottoinvestinregimesandindustrieswhichoppressthehumanspirit.Itreinventeditself,drawingdeepfromitsheritageofsocialresponsibility,refor-mulatedsoastoberelevanttomoderntimes.WhatiscrucialhereisthatitisimpossibletoseparatetheassociationofethicalbankingfromtheCo-operativeBankbrand.Thebrandpositioningisnotsomekindofcorporatesalespro-motion(oftenawasteofmoney,assomeofthesponsorsofthe1998WorldCupdiscovered).Ithasbecomepartoftheorganisation'sidentity.
Visionandvaluesareexpressedinhowthefirmconiesacrossinitscom-municationandthroughitspeopleanditsstyle.Veryoftenthisisthetrickiestbit.Onetheonehanditrequiresiden-tifyingandgroomingtheright'heroes'tocommunicatevisionandvaluesasspokespeopleinthemedia.Therightpeoplearenotalwaysthemostseniorpeople.Ontheotherhand,itrequiresensuringthateveryone,notjustthechosenheroes,understandsthevisionandvaluesandcommunicatestheseappropriatelyincontactwithexternalaudiences,especiallycustomers.Incommunicatingitscorporatebrandproposition,afirmismakingapromisetoitsaudiences.Itmustdeliverbehindthepromise,orbepilloriedforincon-sistencyandbetrayal.Peoplewilljudgeafirmfarmoreontheirpersonalexperiencefacetofaceoronthephonethanonwhattheyreadaboutitinthenewspapers.Thismeanscheckingthatpolicies,products,practices,systems-infact,thefirm'sentireoperation-aresetuptosupportit,beforegoingpublic.Thedifficultyinlargefirmsisthatinternalandexternalcommunica-tions(letaloneoperations,salesandmarketing)arealltoooftenthepro-vincesofdifferentdepartmentsandpowerstructures.Theadventofcom-municationdirectorswithresponsibilityacrossallcommunicationhastobeastepintherightdirection.
HOWDOWEBUILDTHEBRAND?
Theauthor'sfirmhasdevelopedafour-stageapproach,undertheheadings:
-reconnaissance
-strategy-fulfilment
-evaluation.
Stage1:
Reconnaissance
Effectively,thisisaSWOT-plusanaly-sisthatusesinformationfrominternalandexternalsources,includingdeskandsurveyresearch,toagree:
-goals:
whereisthefirmgoing,whatisittryingtoachieve
-currentposition:
whereisitcomingfrom,howisitperceivedandhowdoesitstackupagainstthecompeti-tion
-vision,valuesandstyle:
whatisitscontribution,whatareitsvalues,howshouldtheseaffectstyleofcommunication
-issues:
whatrelevant(andmedia-friendly)issuesarethereinthepublicdomainthatcanbeexploitedtocreateadebateandthatcanbe"owned"
-preferablyexclusively
-bythefirmtobuilditscorporatebrandthroughassociation?
Stage2:
Strategy
Attheheartofstrategyisacampaigningthemeinwhichthefirmsetsouttomakeacontributiontotheworldononeormoreoftherelevantissuesthathavebeenidentified.
Thisisnotaboutsaying,butdoing:
takingactiontorightawrong,ortomakelifebetterforitsstakeholders.Thismayincludethesubmissionofaresearchedreporttoarelevantauthor-ity,callingforsomekindofaction,perhapsevenachangeinthelaw.
Forexample,whentheinsurerDirectLinefirstwentintothehomeinsurancesectorintheearly1990s,havingbecomemarketleaderintheverydif-ferentmotorinsurancesector,ither-aldeditsarrivalwithasubmissiontotheOfficeofFairTradingattackingbanks"andbuildingsocieties"practiceof'tieingin'insuranceproductstomortgageagreementsinordertoearncommissionontheinsurance.Entitled"Abillionpoundburglary",DirectLine'sreportachievedsubstantialcov-erage,givingitthehighmoralgroundinthenewsectorbeforeitactuallylauncheditsproduct.ItalsoimpliedhomeinsurancewouldbecheaperfromDirectLine,astherewouldbenocom-missiontopay.
Indefiningstrategy,thoughtisgiventohowthecampaigningthemewillactuallybeexploited,typicallythrougha