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1、外文文獻翻譯（附原文） 外文譯文一： 產業(yè)集群的競爭優(yōu)勢——以中國大連軟件工業(yè)園為例 Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown [J]. Marketing Science,2009(2):123-125. 摘要：本文本著為促進工業(yè)的發(fā)展的初衷探討了中國軟件公園的競爭優(yōu)勢。產業(yè)集群深植于當?shù)氐闹贫认到y(tǒng)，因此擁有特殊的競爭優(yōu)勢。根據(jù)波特的“鉆石”模型、SWOT模型的測試結果對中國大連軟件園的案例進行了定性的分析。產業(yè)集群是包括一系列在指定地理上集聚的公司，它扎根于當?shù)卣⑿袠I(yè)和學術的當?shù)刂贫认到y(tǒng)，以此獲得大量的資源，從而獲得

2、產業(yè)經濟發(fā)展的競爭優(yōu)勢。為了成功駕馭中國經濟范式從批量生產到開發(fā)新產品的轉換，持續(xù)加強產業(yè)集群的競爭優(yōu)勢,促進工業(yè)和區(qū)域的經濟發(fā)展是非常有必要的。 關鍵詞：競爭優(yōu)勢；產業(yè)集群；當?shù)刂贫认到y(tǒng)；大連軟件工業(yè)園；中國；科技園區(qū)；創(chuàng)新；區(qū)域發(fā)展 產業(yè)集群 產業(yè)集群是波特[1]也推而廣之的一個經濟發(fā)展的前沿概念。作為一個在全球經濟戰(zhàn)略公認的專家,他指出了產業(yè)集群在促進區(qū)域經濟發(fā)展中的作用。他寫道：集群的概念,“或出現(xiàn)在特定的地理位置與產業(yè)相關聯(lián)的公司、供應商和機構，已成為了公司和政府思考和評估當?shù)馗偁巸?yōu)勢和制定公共決策的一種新的要素。但是，他至今也沒有對產業(yè)集群做出準確的定義。最近根據(jù)德瑞克、

3、泰克拉[2]和李維[3]檢查的關于產業(yè)集群和識別為“地理濃度的行業(yè)優(yōu)勢的文獻取得了進展”?！暗乩砑小倍x了產業(yè)集群的一個關鍵而鮮明的基本性質。產業(yè)由地區(qū)上特定的眾多公司集聚而成,他們通常有共同市場、,有著共同的供應商,交易對象,教育機構和其它像知識及信息一樣無形的東西，同樣地,他們也面臨相似的機會和威脅。在全球產業(yè)集群有許多種發(fā)展模式。比如美國加州的硅谷和馬薩諸塞州的128魯特都是知名的產業(yè)集群。前者以微電子、生物技術、和風險資本市場而聞名,而后者則是以軟件、計算機和通訊硬件享譽天下[4]。對軟件公司為什么傾向于集聚的原因進行了分析,發(fā)現(xiàn)聚集特別著重于轉會信息和知識的轉變方面。[5]事實上,

4、盡管關于產業(yè)集群的研究已經通過經濟發(fā)展、戰(zhàn)略管理、知識共享,技術溢出的檢驗,但是很少有制度系統(tǒng)給產業(yè)集群帶來的競爭優(yōu)勢進行研究。李維所介紹的, [6]產業(yè)集群分為兩種類型:垂直整合集群與橫向集成集群。第一種集群是“由相關聯(lián)的買賣關系的產業(yè)組成的”,第二種集群是“可能有最終產品的共同市場,使用常見的技術或勞動力技能,或要求相似的自然資源”。[6] 本文所檢驗的軟件工業(yè)園所指的是第二種集群類型的一部分。 參考文獻： [1]Porter ME.The competitive advantage of nations.New York:Free Press;1990. [2]Doeringer

5、 PB,Terkla DG.Business strategy and cross-industry clusters. Economic Development Quarterly 1995;9:225–37. [3]Leveen J.Industry Cluster Literature Review.Available from:http://www.planning.unc.edu/courses/261/leveen/litrev.htm. [4]Connecticut Industry Clusters.State of Connecticut.Department of Ec

6、onomic and Community Development. Available from :http://www.ct.gov/ecd/cwp/view.asp?a?1100&q?249794. [5]Heeks R.Software strategies in developing countries 1999.Working paper series.Available from:http://unpan1.un.org/intradoc/groups/public/ documents/NISPAcee/UNPAN015540.pdf. [6]Industry Cluste

7、rs.University of North Carolina.Available from:http://www.planning.unc.edu/courses/261/leveen/. 外文原文一： Competitive advantage in an industry cluster:The case of Dalian Software Park in China Weilin Zhao,Chihiro Watanabe，Charla Griffy-Brown [J]. Marketing

8、Science,2009(2):123-125. Abstract: This paper explores the competitive advantage of Chinese software parks for promoting industrial development. These industry clusters provide competitive advantage because they are rooted in local institutional systems. Taking the case of Dalian Software Park in

9、 China, this analysis is conducted qualitatively based on Porter’s ‘‘diamond’’ model, SWOT framework and interview results. Industry clusters, which encompass a series of inter- connected firms in designated geographic concentrations, show competitive advantages for industrial development with subst

10、antial resources rooted in local institutional systems including government, industry and academia aspects. In order to successfully navigate the economic paradigm shift from mass manufacturing production to innovative new product development in China, it is essential that the competitive advantages

11、 of industry clusters are strengthened and sustained in order to enhance industrial development, generate innovation and increase regional economic growth. Keywords: Competitive advantage；Industry cluster；Local institutional systems；Dalian Software Park；China；Technology parks；Innovation；Regional

12、growth Industry cluster “Industry cluster’’ is a current concept in economic development, also popularized by Porter[1].As a recognized expert in global economic strategies, he discusses the power of industry clusters to advance regional economies. He writes: The concept of ‘‘clusters,’’ or grou

13、ps of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. However, there has been no exact definiti

14、on of ‘‘industry cluster’’ until now. Recent research by Doeringer and Terkla[2]and Leveen[3]examine the literature regarding industry clusters and identify them as‘‘geographical concentrations of industries that gain performance advantages through co-location’’.‘‘Geographical concentration’’is the

15、key that defines the basic but distinctive characteristic of an industry cluster.As a specialized concentration of firms and industries in a region, they usually have common markets, and share common suppliers, trade, or education institutes, and intangible things like know-how and information; simi

16、larly, they also may face similar opportunities and threats. There are many industry cluster development models in countries around the world. For example, in the U.S., Silicon Valley (California) and Route 128(Massachusetts)are well-known industry clusters. The former is famous for microelectronics

17、, biotechnology, and venture capital markets while the latter is well known for its software, computer, and communications hardware [4]. The reasons why software firms tend to cluster were analyzed, with a special focus on the transfer of infor-mation and knowledge [5]. In fact, although research a

18、bout industry clusters has been examined from the perspectives of economic development, strategic management, knowledge sharing, and technology spillover, there is little research that addresses the competitive advantage offered by industry clusters that are based on institutional systems. As intro

19、duced by Leveen[6],industry clusters can be classified into two types :vertically integrated clusters and horizontally integrated clusters. The first type of cluster is ‘‘made up of industries that are linked through buyer-seller relationships’’; the second one ‘‘includes industries which might shar

20、e a common market for the end products, use a common technology or labor force skills, or require similar natural resources’’ [6].The software parks that we examine in this paper can be considered part of the second type. 參考文獻： [1]Porter ME.The competitive advantage of nations.New

21、York:Free Press;1990. [2]Doeringer PB,Terkla DG.Business strategy and cross-industry clusters. Economic Development Quarterly 1995;9:225–37. [3]Leveen J.Industry Cluster Literature Review.Available from:http://www.planning.unc.edu/courses/261/leveen/litrev.htm. [4]Connecticut Industry Clusters.S

22、tate of Connecticut.Department of Economic and Community Development. Available from :http://www.ct.gov/ecd/cwp/view.asp?a?1100&q?249794. [5]Heeks R.Software strategies in developing countries 1999.Working paper series.Available from:http://unpan1.un.org/intradoc/groups/public/ documents/NISPAcee/

23、UNPAN015540.pdf. [6]Industry Clusters.University of North Carolina.Available from:http://www.planning.unc.edu/courses/261/leveen/. 外文譯文二： 企業(yè)品牌戰(zhàn)略研究 Kapferer,J.H Strategic Brand Mnanagement [J]. Kogan Page,London [J]. Marketing Science,2010(2):52-61. 在經

24、濟全球化的今天，如何適應國際化潮流，建立強勢品牌，提高競爭能力，已經成為國內企業(yè)面臨的迫切問題。本文在分析我國企業(yè)營銷品牌戰(zhàn)略發(fā)展狀況的基礎上，從品牌戰(zhàn)略的內涵與其功能意義入手，探討了品牌戰(zhàn)略在企業(yè)營銷中的作用。企業(yè)需要綜合運用多種競爭手段提高品意，搞好品牌定位，塑造良好品牌形象。 一、日系品牌全線崩潰 2006年11月22日上午，NEC宣布將推出2G及2.5G手機市場，這意味著繼夏普、松下、東芝、三菱、三洋之后又一家日本手機廠商退出中國市場，日系手機除京瓷外幾乎全部退出中國2G手機市場的爭奪。 如果我們總結今天的中國家電市場與十年前有什么不同的話，我想，最大的不同就是，日系企業(yè)在中國的

25、繁榮已經漸行漸遠。 對于日系手機敗退，乃至日系家電走到中國市場的低谷，主要原因有以下幾點：一是企業(yè)制度呆板，決策困難，反應速度慢，與另市場現(xiàn)實格格不入，難以適應快速變化的中國市場;二是市場營銷能力弱，產品規(guī)劃能力不強，很難根椐自己對市場的判斷與預測推出迎合消費需求的產品，一直處于跟風的被動局面，無法滿足中國市場的需要;三是未能把握住產業(yè)轉型最佳時機，是日系家電企業(yè)失去市場主導地位的重要原因。 日系企業(yè)在中國市場上走到邊緣是否引起我們民族企業(yè)的深思？欲走國際化路線的企業(yè)又是否從“日系企業(yè)”的背后吸取教訓？ 二、我國企業(yè)實施品牌戰(zhàn)略的現(xiàn)狀分析處 1、眾多昔日名牌“曇花一現(xiàn)” 中外企

26、業(yè)在市場上的品牌大戰(zhàn)，使剛剛成長起來的民族品牌受到極大的沖擊。上世紀80年代稍有知名度的品牌，不是被搶注商標，就是被收購、擠垮，即使殘留下來的也是慘淡經營，真正發(fā)展起來的極為有限。這里典型的案例，上世紀80年代至90年代初期，曾在空調界創(chuàng)下奇跡的華寶空調，在1998年被科龍收購，其后的品牌形象就一再下滑。 2、品牌戰(zhàn)略已日漸引起國內企業(yè)重視，政府的扶持 自上世紀80年代改革以來，我國社會主義經濟建設取得了令人矚目的成就，從計劃經濟時代走向市場經濟時代的中國企業(yè)，品牌經營無從無到有。 資料顯示，各地各級政府在對名牌的重視程度、組織推進力度、政策措施上有大幅度提升，青島、深圳、武漢、寧波、沈

27、陽等市對中國名牌企業(yè)的獎勵為100萬元，大連為300萬元，對獲省市名牌的企業(yè)獎勵為10萬元~20萬元。 2007年1月8日至1月11日，第40屆國際消費電子展（CES）在美國杜斯維加斯的威尼斯酒店開幕。在CES上我們民族企業(yè)取得驕人的業(yè)績。據(jù)了解，今年中國有4000人注冊參與CES，包括廠商、媒體和觀眾，在展館中，有327家參展商。海爾被全球最權威的消費電子行業(yè)媒體《TWICE》評選為另消費電子第一品牌。 3、洋品牌的地位在多數(shù)行業(yè)仍是難以動搖的 但是，我們也應看到，面對市場上紛繁的產品，真正能讓消費者脫口而出的國內品牌屈指可數(shù)。隨著對外開放的深入，國際上一些大公司紛紛擠入中國市場，一時

28、間中國市場上充斥著“索尼”、“可口可樂”、“飄柔”、“奔馳”等種種國際名牌，這些名目眾多的洋品牌猛烈地撞擊著中國的民族品牌。雖然在家電行業(yè)，以海爾品牌為首，“康佳”、“長虹”、“TCL”等國產名牌已發(fā)展得不錯，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在競爭劣勢;在IT行業(yè)，“聯(lián)想”、“方正”、“長城”等品牌的競爭力都有明顯提高，但與歐美、日本等國的產品相比，品牌知名度仍有不足;在日用消費品市場，“寶潔”、“利華”、“漢高”等國際公司已形成三足鼎立之勢。 三、我國企業(yè)實施品牌戰(zhàn)略中存在的主要問題及誤區(qū) 目前，中國品牌走向國際市場有著巨大的機遇和空間，品牌的國際化已紗可避免，然而品牌

29、建設中也存在著不盡如人意的問題。 我國企業(yè)實施品牌建設存在的問題 從微觀企業(yè)自身因素角度：存在技術開發(fā)能力不足，品牌競爭能力不強;品牌個性不足，缺乏創(chuàng)新和發(fā)展能力;生產和經營規(guī)模偏小，品牌發(fā)展缺乏整體規(guī)劃;出口和國際經營能力偏弱，品牌意識不強;品牌定位不明確，存在較大的盲目性等一系列因素。從宏觀社會環(huán)境因素上講：社會機制有待進一步改善，政策法規(guī)的支撐需要進一步加強，國家的產業(yè)政策，出口導向政策對不同的行業(yè)起著不同的促進和限制作用，金融環(huán)境 對于企業(yè)的投資能力和市場擴張能力也有相當重要的影響力。我國建立市場體制也有好多年了，雖有了很魘改善但仍不夠健全，有些方面還未真正適應市場經濟的要求，消費

30、者的心理還未完全成熟。 1、忽視品牌投資，急功近利 經濟全球化背景下，國際競爭越來越表現(xiàn)為品牌的競爭，現(xiàn)代跨國公司絕大多數(shù)都是知名品牌公司，尤其注重品牌戰(zhàn)略的運用，通過品牌這種全方位的輸出形態(tài)，跨國公司占領了國際市場，可以毫不夸張地說，而今，品牌已是跨國公司實現(xiàn)全球戰(zhàn)略目標的銳利武器，是實現(xiàn)資本擴張的重要手段。 冰凍三尺，非一日之寒。品牌絕不可能在短期內創(chuàng)出來，是一個長期積累的過程。很多企業(yè)沒有清醒地認識到這一點，妄圖在短時間內創(chuàng)出一個名牌，而忽視了長遠的規(guī)劃和戰(zhàn)略。 2、品牌戰(zhàn)略一項系統(tǒng)工程 品牌戰(zhàn)略的實施是一項系統(tǒng)工程，是企業(yè)整體發(fā)展戰(zhàn)略與競爭戰(zhàn)略的重要組成部分。品牌戰(zhàn)略的實施是

31、企業(yè)整體素質與整體形象的提高，需要有科學的經營理念和高超的動作技巧，但國內不少企業(yè)品牌策劃在此方面表現(xiàn)得尤為拙劣和急功近利，影響了企業(yè)品牌的發(fā)展，實際工作中出現(xiàn)了不少這樣的誤區(qū)：如認為創(chuàng)建品牌工八就是給產品取個好名字，提高產品知名度或把產品包裝一下;好的品牌是個令人滿意的視覺標志而已;廣告是培育知名品牌的唯一手段，除了在媒體上大肆做廣告外，其他別無關注;企業(yè)產品規(guī)模一旦形成了，知名品牌就自然而然地建立了;知名品牌等同于高價，必須不切實際地提高產品價格等。有的企業(yè)甚至在品牌低價出售轉讓，如我國現(xiàn)有20多萬個“三資”企業(yè)中，有90%以上的合資企業(yè)在使用外方品牌;廣州潔銀牙膏廠以200萬元低價將品牌

32、轉讓給合資企業(yè)等，就是這樣的突出事例，現(xiàn)今其可怕后果已日漸顯現(xiàn)出來——喪失了本國企業(yè)自身品牌、產品與知識產權，民族產業(yè)競爭力究竟何在！ 3、產品是企業(yè)在市場中競爭優(yōu)勢可以很快被競爭對手模仿、超越，而品牌卻難以逾越，真正持久的競爭優(yōu)勢來自于不斷創(chuàng)新，以“不變”應“萬變” 品牌是核心競爭力的集中體現(xiàn)。市場是瞬息萬變的，任何品牌都面臨著隨時被淘汰的危險。過于看重現(xiàn)有的成績，不重視創(chuàng)新，是導致很多品牌“下馬”的重要原因。可口可樂公司前任首席營銷官塞爾齊曼說，“品牌是唯一使公司產品和服務有別于競爭對手標志，是開辟市場最有效的武器，優(yōu)秀的品牌可以讓你的品牌脫穎而出?！碑a品的物理屬性、數(shù)量、價格、質量、

33、服務等很容易被競爭對手模仿，而品牌除了產品本身，還包含了附加在產品上的文化、背景、情感、消費者認識等無形的東西，使企業(yè)永遠立于市場競爭的不敗之地。消費者的認知決定企業(yè)的命運，而品牌又直接的影響了消費者的認知。品牌是市場中企業(yè)相互區(qū)別的重要標志，是消費者進行消費的風向標，以品牌為核心已成為企業(yè)重組和資源重新配置的重要機制。 四、民族企業(yè)在品牌國際化進程中如何進行品牌定位 1、以科技為后盾，樹立“質量第一，以質取勝”的經營理念，品牌的時尚要素、個性化的突出。 產品質量是創(chuàng)造名牌的基石。產品的競爭力表現(xiàn)為品牌的競爭，而品牌競爭所依仗的則是產品的內在質量。一個品牌成長為品牌靠的是質量，一個品牌在

34、市場上倒牌也大多是因為質量出了問題。所以，可以說，質量是品牌生命之所系。 此外，企業(yè)還應借鑒國外成功經驗，提高自己的設計開發(fā)能。企業(yè)要敢在新技術革命的挑戰(zhàn)中創(chuàng)造自己的品牌，提高產品的市場競爭能力，就必須在技術創(chuàng)造上下功夫。在世界個性化趨勢的變化中，顧客的價值體驗和差異化價值實現(xiàn)已經直接決定了產品的最終銷售，個性化服務不可或 2.強化市場營銷，提高品牌認知度，將品牌戰(zhàn)略有機地融合于企業(yè)整體戰(zhàn)略，并促進整體戰(zhàn)略的發(fā)展。 市場營銷是實施品牌戰(zhàn)略中的重要一環(huán)。通過選擇正確的市場營銷方式，可以有效地利用品牌效應讓品牌家喻戶曉，擴大市場占有率。實施品牌戰(zhàn)略布施一項孤立的工作，而是與企業(yè)整體發(fā)

35、展戰(zhàn)略息息相關的。一個品牌形象的塑造絕不僅僅是品牌自身的事情，涉及到企業(yè)經營管理的所有重大戰(zhàn)略決策，這些重大戰(zhàn)略決策都要自覺地圍繞品牌來進行，來展開。 外文原文二： Brand Strategy Research Kapferer,J.H Strategic Brand Mnanagement [J]. Kogan Page,London [J]. Marketing Science,2010(2):52-61. Economic globalization, how to adapt to int

36、ernational trends, establish, a strong brand and enhance our competitiveness, have become pressing issues facing enterprises. Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role. Enterise needs to sue a variety of means of competition to increa

37、se brand awarenss,improve brand positioning,an create a good brand image. Economic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketi

38、ng brand strategy in enterprise marketing role.Enterise needs to sue a variety of means of competition to increase brand awarenss, improve brand positioning, an create a good brand image. First, Japanese brands across the board defeat November 22,2006 morning, NEC announced that it would with

39、draw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.

40、 If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reacti

41、on was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products,

42、 follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance. Japanese companies come to the edge in the Chinese market is causin

43、g companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind? Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen” Chinese and foreign enterprises

44、in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last centu

45、ry 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated. Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support. Since the 80s of last century

46、reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing. Information,local governments at all levels of emphasis on brand-name,organization promoting

47、 the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan. Japanese 8th 2009 y

48、ear to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results. It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and s

49、pectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electronics brand. 3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the f

50、ace of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional bran

51、ds,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive dis

52、advangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goods market,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars. Third,the brand strategy implementation in China Prob

53、lems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory. Our Enterprise Brand Building Problems Factors from the point of micro-enterprises themselves:th

54、ere is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not stro

55、ng;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different s

56、ectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of ma

57、rket system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature. 2.The current situation of global economic integration, the error of the brand strategy implementation

58、 (1)Ignore the brand investment,profit-oriented Background of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, b

59、rand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporations sharp weapon,is an important means to achieve capit

60、al expansion. Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy. (2)Brand strategy is a

61、systematic The implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management

62、 idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs o

63、nly;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the produ

64、ct price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the

65、foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual prope

66、rty rights,national industrial competitiveness lie! (3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo” Brand is the concentrated expression of the core competitiveness.The market is constrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do n