1、 外文翻译 原文 Brand governance: The New Agenda in brand management MaterialSource: Journal of Brand Management Author: Richard Jones It is now almost a clich to say that for many organisations, especially those in mature industries, brands are their most valuable assets, whether at the corporate or produ
2、ct level. Awareness of the value of brands has grown in recent decades, particularly throughout the 1980s mergers and acquisitions frenzy, which prompted some consumer goods companies to become alert to the equity held in their brands and begin valuing them on balance sheets, a trend that has been a
3、dopted more widely, accounting conventions permitting. As is often pointed out, a strong brand creates superior value and competitive advantage that is sustainable and, if well managed and nurtured, can be a long-term source of future value. Although other key resources may have fi nite lives materi
4、al assets and research and development will be amortised, key people may leave and proprietary technologies become commodities a successful brand is a long-term strategic asset. Of course, none of this is new. Although some sectors such as public and non-profit may still be moving up the learning cu
5、rve, others, particularly the fast-moving consumer goods industry, have long been conscious of the importance of brands as key assets and the criticality to corporate wellbeing attached to managing them successfully. As a result, there is now a considerable body of practitioner expertise and academi
6、c theory that can be brought to bear in creating, building and valuing brand equity. However, what is new is a growing realization that this equity held in brands, which forms an ever-increasing proportion of many companies balance sheets, stock market worth and is a prime source of tomorrow s cashf
7、l ow, increasingly needs to be safeguarded and secured against risk. This special issue of the Journal of Brand Management on Brand Governance is therefore timely. But why has awareness of the whole issue of Brand Governance grown in recent years? We suggest that there are six major, overarching rea
8、sons that present growing challenges and threats to brand equity for the future: 1. More uncertain and fi ercely competitive industry environments: It is no secret that, over the past few decades, many industries have been characterised by overcapacity, dramatically rising market uncertainty and hyp
9、er-competition, a trend that continues. This is largely as a result of factors such as globalisation and new technologies that have lowered barriers to entry, as well as the ongoing deregulation and privatisation of some sectors such as airlines and telecommunications, which may have once enjoyed a
10、degree of protection. In the last 30 years, for example, the global airl ine industry has generally shown such low or negative profi tability that, in many other businesses, would be considered unsustainable. 1 Some major legacy operators have failed, others have formed alliances, partnerships or me
11、rged in one way or another. As the status of their brands decline, fi rms in various industries have found out the hard way that, as Peter Drucker 2 once famously put it, their prime purpose has now become to create a customer as many of the consumers they could depend on in less-competitive times h
12、ave been tempted elsewhere. In considering how they can compete in fi ercely competitive and turbulent markets, some have begun to look to their brands as key to developing relationships with customers; as a result, there has been growing industry and academic attention paid to the quality of custom
13、er brand experience as a source of value. 2. Ever more empowered consumers: At the same time, consumers are becoming increasingly intolerant of any gap between what a brand promises and the experience it delivers when they actually encounter and engage with it. New distribution and communications ch
14、annels, particularly the Internet, have given buyers, infl uencers and other stakeholders more information and choice of products and brand experiences than ever before. Consumers are also generally better informed, educated, sceptical, more self-directed and increasingly seeking value in the form o
15、f self-realisation from the brands that they feel are right for them. One threat to brand equity is that they are also generally less loyal; if dissatisfi ed with a brand experience, they can often switch and go elsewhere easily and at little or no cost and there is much evidence to show that they d
16、o. These postmodern consumers of the experiential, digital, price-transparent economy are diffi cult to reach, let alone engage with, and capturing long-term value from them is getting harder. Unless brands consistently deliver what they promise, they will fi nd these consumers loyalty harder to ach
17、ieve. 3. Line and brand extension proliferation: In a simpler age, a brand often represented a single product line in a single category. Today, a proliferation of line and brand extensions as fi rms exploit their brand assets means that many brands now act as an umbrella for an ever growing number o
18、f extensions and variants, often in several different and possibly unrelated areas. Sixty or 70 or so years ago, in the United Kingdom, Unilever s Persil was a white washing powder offered in a few different sized cardboard box packs and sold primarily in small corner shops: now, the brand is applie
19、d across several scores of home cleaning products in a large number of different categories, all bound by its proposition of cleaning and caring . Coordinating and delivering consistent promised quality of brand experience across so many brand variants is clearly increasingly diffi cult to manage ev
20、en more so for service-based products that are more subject to variability. 4. A growing number of distribution and communication touchpoints: Not only is the experience a brand promises being attached to a wider variety of product lines and categories, but it is also being offered through an ever-w
21、idening and more intricate network of distribution and communication channels, espe cially with the advent of digital media. Consumers expect consistency of brand expe rience at every touchpoint throughout their journey from fi rst brand awareness, through trial and to repeat purchase. Again, in thi
22、s rapidly developing context, coherent brand experience is becoming harder to deliver. 5. Increased use of strategic partnerships in delivering brands to consumers: Another factor contributing to the growing diffi culty of managing delivery of promised experience is the increasing use by brand owner
23、s of various forms of strategic partnerships such as subcontracting, licensing, franchising or joint ownership in all the stages of creating and delivering the experience to fi nal consumers in manufacturing, service delivery, distribution and marketing communications. These arrangements bring the m
24、ajor dangers of complexity, lack of control and confl ict inherent in all joint ventures to the brand delivery process, thus posing another risk to equity. 6. The risks of using social media: Brand marketers have sought to exploit the opportunities offered by the growth of social media. But, althoug
25、h they can spread the good news about a brand like never before, the reverse is also true; social media have also amplifi ed the perils to brand equity of experience delivery failure. Bad news can now spread like wildfi re and severely damage a brand s reputation and equity more widely and rapidly t
26、han ever. Brand managers also increasingly risk ceding control and even a degree of possession of the brand to consumers and other interested stakeholders, promoting recent debate about where and with whom ownership of the brand actually lies. If brand equity is a prime source of a fi rm s value, th
27、en these issues are the concern of senior managers as well as brand marketers as they lie at the heart of an organisation s capability to create and sustain long-term value. However, although brand equity is increasingly being seen as critical to an organisation s future value creation capability, a
28、t the same time, it is becoming more fragile. The risks to brand equity of being damaged or dissipated are rising as the potential hazards inherent in managing brands and brand experience multiply. All this has prompted the attention now being paid to the role of Brand Governance. The papers submitt
29、ed for this Special Issue refl ect the growing interest in this important area by both practitioners and scholars alike, and those selected for publication here offer a variety of fascinating and relevant perspectives on this new strategic imperative in brand management. REFERENCES ( 1 ) CAA . ( 200
30、6 ) Ownership and Control Liberalisation . London, UK: Civil Aviation Authority . ( 2 ) Drucker , P . ( 2007 ) The Essential Drucker . Oxford, UK: Butterworth Heinemann , p. 16 . Clive Helm Department of Marketing and Business Strategy, Westminster Business School, University of Westminster , London
31、 , UK 译文 品牌管理的新议程 资料来源 : 品牌管理（ 2010） 17 作者： 理查德琼斯 众所周知 ，对于许多组织，尤其是那些成熟产业，品牌是他们最宝贵的资产，无论是企业或 是 产品的水平。 由于 80 年代的兼并及收购狂潮，使得近几十年来，品牌的价值观念得到普及 ，这 也 促使一些消费品公司 提高 他们的警觉 ，在 举行 品牌的公平性和资产负债表上开始重视他们， 并且，在会计惯例允许的条件下，在采取的趋势上更加广泛的运用 。正如人们经常指出 的 ，一个强大的品牌 可以 创造 出 更高的价值和竞争优势，是可持续 发展 的，如果管理得当 的话 ，将会是未来价值的长期来源。虽然可能其它的
32、重要资源是有限的 ， 重大资产及研究和发展 也 将 会流失 ， 人才 可能离开， 但是 专有技术 会 成为商品 ，所以， 一个成功的品牌是一项长期的战略资产。 当然，这一切都不是新的。虽然如公共和非盈利 部门 仍可能学习 如何发展，但是，其他人， 特别是快速消费品行业，长期以来一直 重视品牌资产， 重视企业福利 临界意识管理 ，从而从 中获得成功。因此， 如果说 现在有一个医生 有 专业知识和学术理论， 就 可以提请创建，建设 并重视该品牌资产 。但是，什么 才是 新的是日益认识到 的 ，在品牌 带来 的权益 中，形成了许多企业不断增加 资产负债表 的比例 ，股票的市场价值， 以及未来的 主要
33、来源的现金流量， 这些 越来越需要得到保障和安全防范风险。 这种对品牌的品牌管理是十分 紧急的 。但 哪些是对于 治理 近来年 整体品牌成长问题的认识？ 在这里，我们认为 有六个 方面 ，是 面对 目前越来越多的挑战和威胁 下 ，以品牌为未来股权首要 的 原因： 第一点， 更多的不确定性和激烈竞 争的行业环境：在过去几十年里，许多行业的特点是产能过剩，大幅上升的市场 的 不确定性和超竞争，这一趋势 将会继续 持续中 。这主要是由于诸如全球化和新技术 的开发 ，降低了 产品的 进入壁垒，以及 其他 因素 ， 放松管制 了 一些诸如航空公司 、 电讯等行业，其可能曾享有一定程度的保护私有化。在过去
34、的 30 年里，例如 全球航空业普遍表现出如此低 利润 或负利润，在许多其他 行业 ，将被视为不可持续 发展 的。一些主要的传统运营商失败了，其他人 将会结成联盟，以伙伴关系或以某种方式合并。作为自己 品牌地位下降， 或者 在各行业 的公司发现 了 困难 ， 就像 彼得德鲁克的名言 所说的那样，他们的主要目的， 是 创建一个客户作为消费者，他们可以依靠的许多在欠竞争时代 的客户已经转移到别处了 。在考虑如何才能在竞争 激烈 和动荡的市场 中生存，一些已开始寻求为重点发展 品牌与客户的关系，这样一来，出现了不断增长的行业和学术界的关注 是 客户 对于品牌质量检验的一个价值源泉 。 第二点，消费者
35、权利的增加 ：在同一时间， 消费者越来越不能容忍一个品牌承诺出现的任何差距 。新的分销和沟通渠道，特别是互联网，给了 买家比以往任何时候 更多的 产品信息 和品牌体验 以及品牌 选择。消费者也普遍 地 更好地了解 和学习 ， 并且开始 持怀疑态度，更多的自我指导和日益寻求自我的品牌价值的实现形式， 让 他们觉得 这 是他们的权利。品牌资产的一个威胁是， 消费者一般也不太忠诚，如果 对于一个品牌的体验经历感觉 不满，他们往往可以 轻易地 放弃 ，去其他地方， 这些对他们来说根本就没有损失。 并 且 有大量证据表明，他们 确实是这样做的 。这些 “ 后现代 ” 的经验， 通过 数字化，价格透明的经
36、济消费者 目前还是 很难达到，更遑论参与，以及 更难捕捉他们长期的价值 。除非一个 品牌一贯 秉承 他们 的 承诺， 否则很难得到消费者的忠诚度 。 第三点， 品牌延伸线及扩散：在一个简单的时代，一个品牌往往代表了 一个类别，单一产品线。今天，品牌延伸的线，由于企业利用其品牌资产的增殖意味着许多品牌现在作为一个保护伞的延伸和变种的数量不断增加，并可能在几个 往往无关的 不同的地区。 六十年或七十年以前 ，在英国，联合利华的碧浪洗衣粉是一种白色 的 还提供了几种不同尺寸的纸箱包装 ，在偏僻的商店里出售。现在， 该 品牌是跨越数十 种不同种类的清洗产品 ， 并以“ 清洁和关怀 ”为宗旨的所有产品。
37、协调和提供如此 多 的品牌型号一致的 产品 ，显然是越来越难管理 ，达到品牌的质量承诺也越来越难。 第四点， 一个接触点的分布和传播越来越多：不仅是一个品牌承诺被重视的 产品线和类别更多元化，特别是随着数字媒体的出现 ，也正通过不断扩大和更复杂的分销渠道和网络提供通讯。消费者希望在他们第一次对于品牌的体验与他们第一次接触该品牌的品牌意识相一致，这样才会重复购买 。 当然 ，在这个迅速发展的背景下，一致的品牌体验是越来越难以实现。 第五点，加强 提供给消费者使用品牌的战略合作伙伴 的 关系：另一个因素，促使了管理经验的承诺交付中日益增长的困难是由如分包，特许经营，特许经营或共同拥有的所有各种形式
38、的战略伙伴关系，品牌拥有者越来越多地使用创造和提供丰富的经验，最终 为 消费者阶段生产 、 提供服务 、 分 销和营销传播。这些措施带来的复杂性 和 危险 性 ，缺乏控制和冲突在所有合资企业固有品牌传递过程 中 ，造成另一种风险与权益。 第六点， 利用社会媒体的风险：品牌营销者试图利用由社会媒体的发展提供的机会。但是，尽管他们可以传播有关品牌从未像现在这样 广泛和方便 ，反过来也是，社会媒体也放大了危险， 也有 品牌资产传递失败的经验。 如果 坏消息不胫而走，并严重损害了品牌的声誉和权益 ，其广泛性和速度 比以往任何时候 都更加厉害 。品牌经理也越来越多地 开始 控制风险，甚至割让品牌 的 占
39、有程度，消费者和其他利益相关者 的关注也 促进他们 对于品牌所有权的变 更。 如果品牌资产是企业的价值 的一个主要来源 ，那么这些问题是对高级管理人员，以及品牌营销 的 关注，因为他们 是 一个组织的核心所在，创造和保持长期价值 的关键 。然而，尽管品牌权益日益被看作是 创造未来价值的至关重要的一点 ， 但 在同一时间，它正变得更加脆弱。被损坏或消耗的品牌资产的风险正在上升 ， 潜在危害固有品牌和品牌管理经验繁殖。 目前 这一切都促使 增加了对品牌管理作用的关注。 从这片论文可以看出从业者和学者都同样反映出了这一个特殊问题 ，并选择在这里出版 ， 提供这种新的品牌管理战略 ，是对于这重要领域的各种观点的兴趣与日俱增。 参考文献 （ 1）民航局。 （ 2006 年）所有权与控制权自由化。 伦敦，英国：民航管理局。 （ 2）德鲁克，磷。 （ 2007 年）的基本德鲁克。牛津， 英国：北海海涅曼，第 16。 克莱夫市场和业务战略，威斯敏斯特商学院，威斯敏斯特大学，伦敦，英国埃尔姆部
