毕业论文（设计）外文翻译
外文原文
Marketing Management
What Is a Brand?
The American Marketing Association defines a brand as a name, term, sign, symbol, or design, or a combination of these, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.
In essence, a brand indentures the seller or maker. Whether it is a name, trademark, logo, or another symbol, a brand is essentially a seller’s promise to deliver a septic set of features, beets, and services consistently to the buyers. The best brands convey a warranty of quality. But a brand is an even more complex symbol. It can convey up to six levels of meaning, as shown in Table.
The branding challenge is to develop a deep set of positive associations for the brand. Marketers must decide at which level(s) to anchor the brand’s identity. One mistake would be to promote only attributes. First, buyers are not as interested in attributes as they are in banifits. Second, competitors can easily copy attributes. Third, today’s attributes may become less desirable tomorrow. Ultimately, a brand’s most enduring meanings are its values, culture, and personality, which define the brand’s essence. Smart firms therefore craft strategies that do not dilute the brand values and personality built up over the years.
Brand Equity
Brands vary in the amount of power and value they have in the marketplace. At one extreme are brands that are not known by most buyers. Then there are brands for which buyers have a fairly high degree of brand awareness. Beyond this are brands with a high degree of brand acceptability. Next are brands that enjoy a high degree of brand preference. Finally there are brands that command a high degree of brand loyalty. Asker distinguished five levels of customer attitude toward a brand:
1. Customer will change brands, especially for price reasons. No brand loyalty.
2. Customer is satisfied. No reason to change the brand.
3. Customer is satisfied and would incur costs by changing brand.
values翻译4. Customer values the brand and sees it as a friend.
5. Customer is devoted to the brand.
Brand equity is highly related to how many customers are in classes 3, 4, or 5. It is also related, according to Aaker, to the degree of brand-name recognition, perceived brand quality, strong mental and emotional associations, and other assets such as patents, trademarks, and channel relationships. High brand equity allows a company to enjoy reduced marketing costs because of high brand awareness and loyalty, gives accompany more leverage in bargaining with distributors and retailers, permits the firm to charge more because the brand has higher perceived quality, allows the firm to more easily launch extensions because the brand has high credibility, and offers some defense against price c
ompetition.
Some analysts see brands as outlasting a company’s specific products and facilities, so brands become the company’s major enduring asset. Yet every powerful brand really represents a set of loyal customers. Therefore, the fundamental asset underlying brand equity is customer equity. This suggests that the proper focus of marketing planning is that of extending loyal customer lifetime value, with brand management serving as a major marketing tool.
朗读
Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much money and market share that in 1997; Quaker finally sold the company for $300million to Triarc, which has sin
ce revived the foundering brand.
Branding Challenges
Branding poses several challenges to the marketer (see Figure 4-3). The first is whether or not to brand, the second is how to handle brand sponsorship, the third is choosing a brand name, the fourth is deciding on brand strategy, and the fifth is whether to reposition a brand later on.
To Brand or Not to Brand?
The first decision is whether the company should develop a brand name for its product. Branding is such a strong force today that hardly anything goes unbranded, including salt, oranges, nuts and bolts, and a growing number of fresh food products such as chicken and turkey.
In some cases, there has been a return to “no branding” of certain staple consumer goods and pharmaceuticals. Generics are unbranded, plainly packaged, less expensive versions
of common products such as spaghetti or paper towels. They offer standard or lower quality at a price that may be as much as 20 percent to 40 percent lower than nationally advertised brands and 10 percent to 20 percent lower than retailer private-label brands. The lower price is made possible by lower-quality ingredients, lower-cost labeling and packaging, and minimal advertising.
Sellers brand their products, despite the costs, because they gain a number of advantages: The brand makes it easier for the seller to process orders; the seller’s brand name and trademark legally protect unique product features; branding allows sellers to attract loyal, profitable customers and offers some protection from competition; branding helps the seller segment markets by offering different brands with different features for different benefit-seeking segments; and strong brands help build the corporate image, easing the way for new brands and wider acceptance by distributors and customers.
Distributors and retailers want brands because they make the product easier to handle, indicate certain quality standards, strengthen buyer preferences, and make it easier to iden
tify suppliers. For their part, customers find that brand names help them distinguish quality differences and shop more efficiently.

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