戰(zhàn)略管理外文翻譯--國(guó)際化戰(zhàn)略形成

1、<p><b>　　國(guó)際化戰(zhàn)略形成</b></p><p>　　Richard. E. Caves., Management and Administration, Macmillan Press Ltd., 2005</p><p>　　工商企業(yè)日趨國(guó)際化，但他們中大多數(shù)不是出于戰(zhàn)略上的選擇，而是經(jīng)歷了一個(gè)緩慢的“循序漸進(jìn)”的過(guò)程。有些公司開(kāi)始被吸引到國(guó)際

2、市場(chǎng)上來(lái)，是因?yàn)槭盏搅苏疑祥T(mén)來(lái)的定單，在發(fā)現(xiàn)新的機(jī)會(huì)之后，通過(guò)一系列步驟走向國(guó)外建立生產(chǎn)廣家。有些公司主動(dòng)進(jìn)行國(guó)際經(jīng)營(yíng)是為了對(duì)付寡頭賣主壟斷的威脅。還有些公司則是碰上了特殊機(jī)遇，通過(guò)在國(guó)外經(jīng)營(yíng)來(lái)開(kāi)發(fā)資源供應(yīng)，獲得外國(guó)技術(shù)或提高生產(chǎn)效率。許多公司在成為全球性企業(yè)的某一階段，都被生動(dòng)地描繪成由一種特別關(guān)系網(wǎng)把不同國(guó)家各種各樣的公司聯(lián)系在一起的投資組合。</p><p>　　這些早期的經(jīng)營(yíng)措施，很難說(shuō)是完整的全球戰(zhàn)略的

3、一部分。但是由于國(guó)際范圍的競(jìng)爭(zhēng)、國(guó)家控制措施和公司日漸意識(shí)到增效利益而產(chǎn)生壓力時(shí)，越來(lái)越多的公司在制定全球戰(zhàn)略，采用全球規(guī)劃程序。全球戰(zhàn)略是表示企業(yè)戰(zhàn)略的一項(xiàng)計(jì)劃，考慮到地理來(lái)源和地理機(jī)遇及限制，從其有限資源的地理分布中，最大限度地?cái)U(kuò)大選擇的目標(biāo)。</p><p>　　全球戰(zhàn)略，除了包括公司如何進(jìn)入新的市場(chǎng)、要擁有些什么和如何進(jìn)行全球運(yùn)作外，還包括制定規(guī)劃、選擇時(shí)機(jī)和確定公司的經(jīng)營(yíng)地點(diǎn)和資源。合理地制定全球戰(zhàn)略，

4、需要認(rèn)真評(píng)估全球各種可選擇的方案和每個(gè)方案涉及的風(fēng)險(xiǎn)。制訂全球戰(zhàn)略，決策者絕不要對(duì)任何國(guó)家充滿盲目性，必須先考慮到世界市場(chǎng)及世界資源的分布，再考慮單獨(dú)某一國(guó)家的市場(chǎng)和資源。全球戰(zhàn)略旨在于在多國(guó)的基礎(chǔ)上取得最大的效益，而不是把國(guó)際經(jīng)營(yíng)活動(dòng)當(dāng)作不同國(guó)家的業(yè)務(wù)組合。</p><p>　　需要有一個(gè)全球戰(zhàn)略的基本原因，是多數(shù)產(chǎn)品和生產(chǎn)要素市場(chǎng)超越了國(guó)家的界限，但最終決定經(jīng)營(yíng)的競(jìng)爭(zhēng)，并不局限在個(gè)別的地點(diǎn)和國(guó)家市場(chǎng)。因此，為

5、了保持具有競(jìng)爭(zhēng)性，或者變?yōu)榫哂懈?jìng)爭(zhēng)性，大多數(shù)公司的戰(zhàn)略范圍必須包括國(guó)內(nèi)外市場(chǎng)的威脅和機(jī)遇。如果國(guó)內(nèi)競(jìng)爭(zhēng)者的視野拓寬，規(guī)模擴(kuò)大，而這家公司仍舊小規(guī)模經(jīng)營(yíng)，就會(huì)發(fā)現(xiàn)自己不能在研究或產(chǎn)品開(kāi)發(fā)方面與他人并駕齊驅(qū)。即使國(guó)內(nèi)競(jìng)爭(zhēng)沒(méi)有迅速擴(kuò)展到其他市場(chǎng)，外國(guó)公司也會(huì)采取氣勢(shì)逼人的戰(zhàn)略。當(dāng)日本的公司大規(guī)模地打入歐美傳統(tǒng)市場(chǎng)的時(shí)候，歐美許多產(chǎn)業(yè)的公司對(duì)這種競(jìng)爭(zhēng)性的挑戰(zhàn)大都毫無(wú)準(zhǔn)備。凡在全球戰(zhàn)略中沒(méi)有包括日本人銳意爭(zhēng)取的那些價(jià)格區(qū)段的汽車公司，立即在成本上

6、處于不利地位。在摩托車工業(yè)中，把迅速增長(zhǎng)的市場(chǎng)拱手讓與日本競(jìng)爭(zhēng)者的情況更為嚴(yán)重。很多著名的公司完全銷聲匿跡。</p><p>　　在美國(guó)市場(chǎng)上，取得成就會(huì)領(lǐng)先，所以美國(guó)公司過(guò)去在產(chǎn)品壽命的最初階段不必從全球的角度來(lái)考慮。由于美國(guó)人口眾多、工資率高、可自由支配的購(gòu)買(mǎi)力大，并且勇于創(chuàng)新，美國(guó)市場(chǎng)多年來(lái)對(duì)許多產(chǎn)品的容納率和增長(zhǎng)率，在世界上都是名列前茅。反過(guò)來(lái)看，美國(guó)以外的公司則從產(chǎn)品開(kāi)發(fā)一開(kāi)始，就需要進(jìn)行全球通盤(pán)規(guī)劃。

7、采用先進(jìn)技術(shù)的英國(guó)公司、，很可能發(fā)現(xiàn)美國(guó)的需求比英國(guó)的需求增長(zhǎng)得快。如果把英國(guó)的需求拱手讓與美國(guó)的競(jìng)爭(zhēng)者，那么美國(guó)競(jìng)爭(zhēng)者的銷售額和經(jīng)驗(yàn)很快會(huì)超過(guò)英國(guó)公司?，F(xiàn)在美國(guó)的工資率和人均國(guó)民生產(chǎn)總值不再高出歐洲很多，也許輪到美國(guó)公司應(yīng)該按照歐洲市場(chǎng)的需求來(lái)設(shè)計(jì)產(chǎn)品，因?yàn)樵跉W洲市場(chǎng)上銷售這些產(chǎn)品，很可能會(huì)超過(guò)美國(guó)市場(chǎng)。</p><p>　　凡是由于未能選擇最廉價(jià)的貨源而在競(jìng)爭(zhēng)中落后的公司，都暴露出缺乏全球戰(zhàn)略思想。在其他一些

8、情況下，企業(yè)也許已經(jīng)獲得世界市場(chǎng)的份額和廉價(jià)的貨源，但是這是以財(cái)政優(yōu)勢(shì)或比其外國(guó)競(jìng)爭(zhēng)者相對(duì)靈活為代價(jià)取得的。借助于需要變動(dòng)和技術(shù)變革，較小的競(jìng)爭(zhēng)者已經(jīng)能夠超過(guò)他們。</p><p>　　世界上國(guó)家很多，跨國(guó)公司必須要在選擇市場(chǎng)時(shí)樹(shù)立優(yōu)勢(shì)，根據(jù)市場(chǎng)進(jìn)行戰(zhàn)略評(píng)估和選擇經(jīng)營(yíng)任務(wù)。必須決定戰(zhàn)略評(píng)估是根據(jù)一個(gè)主要的單一市場(chǎng)，許多單一市場(chǎng)，還是許多市場(chǎng)中的某些部分進(jìn)行的。這家公司還要決定為負(fù)責(zé)貫徹這一戰(zhàn)略評(píng)估如何進(jìn)行組織，是

9、由總部來(lái)進(jìn)行，由多國(guó)委員會(huì)來(lái)進(jìn)行，還是由本國(guó)的公司來(lái)進(jìn)行？</p><p>　　單一主要市場(chǎng)方法，也叫做中心市場(chǎng)方法。在這種方法中，公司根據(jù)一國(guó)市場(chǎng)選擇經(jīng)營(yíng)任務(wù)，建立營(yíng)銷組合，以后再擴(kuò)展到其他國(guó)家的市場(chǎng)。這一方法減少?zèng)Q策問(wèn)題，由于地域擴(kuò)展的邊際成本低，還可以帶來(lái)高利潤(rùn)。但是公司應(yīng)該選擇哪一個(gè)為中心市場(chǎng)呢？通常公司從國(guó)內(nèi)市場(chǎng)開(kāi)始，但是這不一定是最好的選擇。一些日本和歐洲公司，已經(jīng)為某些有選擇的產(chǎn)品選擇了收入高和要求

10、高的美國(guó)市場(chǎng)。美國(guó)的市場(chǎng)巨大，有利也有弊。許多歐洲人對(duì)在這樣巨大的市場(chǎng)上進(jìn)行通訊和協(xié)調(diào)工作所需要的代價(jià)望而卻步，因此不敢把首先在美國(guó)市場(chǎng)上進(jìn)行生產(chǎn)作為其世界產(chǎn)品戰(zhàn)略的一部分。</p><p>　　多元市場(chǎng)方法意味著高度的分散。如果當(dāng)?shù)厍闆r特殊，需要比如化肥和農(nóng)藥之類的某些特殊商品，大規(guī)模經(jīng)濟(jì)生產(chǎn)并不重要，公司的競(jìng)爭(zhēng)優(yōu)勢(shì)取決于生產(chǎn)能力而不取決于先進(jìn)的產(chǎn)品設(shè)計(jì)等，那么在這些情況下，多元市場(chǎng)方法也許是最好的戰(zhàn)略。比如對(duì)

11、像鋁錠之類的工業(yè)產(chǎn)品，產(chǎn)品的使用方式、顧客的態(tài)度和目標(biāo)客戶團(tuán)體等市場(chǎng)特點(diǎn)，可能在許多國(guó)家都大致相似，因此最佳戰(zhàn)略可能是集中開(kāi)發(fā)更經(jīng)濟(jì)的生產(chǎn)過(guò)程，形成具有競(jìng)爭(zhēng)力的成本優(yōu)勢(shì)。</p><p>　　在細(xì)分市場(chǎng)方法中，企業(yè)要在國(guó)內(nèi)市場(chǎng)中認(rèn)準(zhǔn)那些在境外能夠受到不同對(duì)待從而獲利的細(xì)分市場(chǎng)。有些細(xì)分市場(chǎng)很小，在任何一個(gè)國(guó)家都沒(méi)有充足的理由使單一國(guó)家的企業(yè)開(kāi)發(fā)適宜的產(chǎn)品或?yàn)殚_(kāi)發(fā)市場(chǎng)進(jìn)行必要的投資。然而，在世界范圍內(nèi)或在若干國(guó)家之

12、中，為這一細(xì)分市場(chǎng)付出這樣的代價(jià)則完全是正當(dāng)?shù)摹?lt;/p><p>　　歸根結(jié)底，全球戰(zhàn)略的制訂是由管理人員的全球經(jīng)營(yíng)思路決定的。全球戰(zhàn)略的設(shè)計(jì)和實(shí)施，要求總公司和子公司的管理人員，都要遵循同一全球策略，既不能視子公司為只是跟著總部指揮棒轉(zhuǎn)的附屬機(jī)構(gòu)，也不能視為是獨(dú)立的城邦，而要看作是整體的一部分，無(wú)論從全球目標(biāo)還是從當(dāng)?shù)氐哪繕?biāo)來(lái)說(shuō)，都要如此。全系統(tǒng)的每一部分都發(fā)揮各自的特長(zhǎng)，做出各自的獨(dú)特貢獻(xiàn)。這種方法通常被稱為

13、“地心說(shuō)”，是總公司和子公司齊心協(xié)力制訂出全球的統(tǒng)一標(biāo)準(zhǔn)，但根據(jù)各地情況允許統(tǒng)一標(biāo)準(zhǔn)略有差異，并據(jù)此做出重大決策。但是，地心說(shuō)要求對(duì)子公司的管理人員實(shí)行獎(jiǎng)勵(lì)制度，鼓勵(lì)他們?yōu)槿蚰繕?biāo)努力，而不只是僅僅為了達(dá)到本國(guó)的目標(biāo)。</p><p>　　在國(guó)際化的企業(yè)中，總公司對(duì)子公司的定位一般有三種類型：（重視本國(guó)的）民族中心主義型、（重視所在國(guó)的）多中心型和（重視全世界的）地球中心型。</p><p&g

14、t;　　民族中心主義態(tài)度的特點(diǎn)可以歸納為：“我們本國(guó)人比總公司和子公司中的任何外國(guó)人都優(yōu)越、可靠和值得信任?！痹谶@樣的公司里，工作標(biāo)準(zhǔn)和決策規(guī)則一般要根據(jù)本國(guó)的標(biāo)準(zhǔn)。民族中心主義是和全球戰(zhàn)略背道而馳的，因?yàn)檫@種方法缺少良好的反饋，并且熟悉經(jīng)營(yíng)地區(qū)當(dāng)?shù)厍闆r的管理人員的經(jīng)驗(yàn)和看法在制定決策中得不到適當(dāng)?shù)闹匾暋?lt;/p><p>　　多中心的公司走向另一個(gè)極端，認(rèn)為當(dāng)?shù)厝藢?duì)情況最為熟悉，他們的想法對(duì)公司總是最有利，跨國(guó)公

15、司在所在國(guó)開(kāi)設(shè)的企業(yè)在特色和做法上部應(yīng)該盡量當(dāng)?shù)鼗＿@類公司更像是一個(gè)半獨(dú)立的子公司的聯(lián)合體。多中心的管理政策可能會(huì)犧牲跨國(guó)經(jīng)營(yíng)的大部分統(tǒng)一和增效利益。多中心主義的代價(jià)是重復(fù)勞動(dòng)和對(duì)本國(guó)經(jīng)驗(yàn)不能有效利用所造成的浪費(fèi)。這種方法的優(yōu)點(diǎn)是能夠充分利用當(dāng)?shù)氐馁Y源和人力，而付出的代價(jià)是犧牲全球的增長(zhǎng)和效率。</p><p>　　唯我主義也有代價(jià)，大部分是通訊旅行費(fèi)用，由于想要對(duì)人員進(jìn)行全球目標(biāo)的教育和取得共識(shí)而在決策上花費(fèi)

16、的時(shí)間，以及有一個(gè)相當(dāng)大的總部官僚機(jī)構(gòu)所花的費(fèi)用。但是這些代價(jià)的回報(bào)卻是整個(gè)企業(yè)更加客觀的經(jīng)營(yíng)，利用整個(gè)世界的資源，提高地方公司的管理水平，對(duì)全球目標(biāo)更多的責(zé)任感，以及最后，但并非最不重要的一點(diǎn)是利潤(rùn)。當(dāng)然，全球型企業(yè)的成功取決于它是否有足夠的全球型的管理人員。</p><p>　　Going International</p><p>　　Business enterprises hav

17、e become increasingly international but most of them go international by a process of creeping "incremental-ism" rather than by strategy choice. Some firms are first attracted to foreign markets by unsolicited

18、export orders and, after discovering new opportunities, move through a series of stages to the establishment of foreign production facilities. Other firms initiate international activities in response to threats to an ol

19、igopoly position. Still others respond to spec</p><p>　　Rarely are these early moves part of a comprehensive global strategy. But as pressures arise from competition in an international scale and from countr

20、y control programs, and as firms become increasingly aware of synergistic benefits, more and more are building global strategies and adopting global planning procedures. A global strategy is a plan expressing an enterpri

21、se's strategy for maximizing its chosen objectives through geographical allocation of its limited resources, taking into account </p><p>　　A global strategy encompasses the planning, timing, and location

22、 of a firm's activities and resources as well as its strategies for how it will enter new markets, what it will own, and how it will manage the global operation. The construction of a global strategy on a rational ba

23、sis requires a careful assessment of the global alternatives and the risks involved for each. To build a global strategy, the decision maker must be free of any national blinders and consider world markets and world reso

24、</p><p>　　The basic reasons for having a global strategy are that most product and factor markets extend beyond the boundaries of a single country and the competition that ultimately determines performance i

25、s not constrained to individual locations and country markets. To remain competitive, or to become competitive, the strategy horizon for most firms must, therefore, encompass threats and opportunities of both domestic an

26、d foreign origin. If its domestic competitors extend their horizons to include a br</p><p>　　Many U. S. firms did not need in the past to think globally at the early stages of a product's life because le

27、adership coincided with achievement in the U. S. market. With its large population, high-wage rates, high discretionary spending power, and high propensity to innovate, the U-S. market was for many years the leader in ad

28、option and growth rates for many products. Conversely, firms outside the United States had more need to plan globally from the beginning of any product development. A U. </p><p>　　Absence of global thinking

29、also shows up where firms have been left behind in the competitive race because they failed to tap the cheapest sources of supply. In still other cases, firms may have achieved global market share and cheapest supplies,

30、but at the expense of their financial strength or flexibility relative to foreign competitors. Assisted by a fluctuation in demand or technological changes, smaller competitors have been able to overtake them.</p>

31、<p>　　Since there are so many countries in the world, the multinational firm must establish priorities for selecting those markets against which it will make this strategic evaluation and choice of its business mis

32、sion. It must decide whether strategic evaluation is carried out against one major single market, many single markets, or some segments of many markets. It must also decide how it is going to organize the responsibility

33、for carrying through this strategic assessment. Will it be done by centr</p><p>　　In the major single market, or central market, approach, the firm selects its mission based on one national market and establ

34、ishes a marketing mix, and later expands to other national markets. This approach reduces decision problems and can bring high profits because of the low marginal cost of geographic extensions. But which central market s

35、hould the firm choose? Normally, the firm begins with its home market, but this may not be the best choice. Some Japanese and European firms have selected </p><p>　　The multiple market approach implies a hig

36、h degree of decentralization. It may be the best strategy in situations where special local conditions require particular products, such as fertilizers and pesticides, where economies of large-scale production are not im

37、portant, and where the firm's competitive advantage depends upon capabilities other than advanced product design. In the case of an industrial product such as aluminum ingots, for example, the market characteristics

38、such as product usage </p><p>　　In the market segment approach, the firm identifies segments of national markets that could profitably be given separate treatment across national boundaries. Small market seg

39、ments in individual countries may be insufficient for any one country unit to justify development of an appropriate product or to make the necessary investment in market development. World-wide or for a number of countri

40、es, however, such a segment may readily justify the expense.</p><p>　　In the last analysis, developing a global strategy depends upon the way executives think about doing business around the world. The desig

41、n and implementation of a global strategy require that managers in both headquarters and subsidiaries follow a worldwide approach which considers subsidiaries as neither satellites nor independent city-states but as part

42、s of a whole, the focus of which is on worldwide as well as local objectives. And each part of the system makes its unique contribution with it</p><p>　　In international enterprises, there are three general

43、types of headquarters' orientation toward subsidiaries; ethnocentric (home-country oriented), polycentric (or host-country oriented) , and geocentric (world oriented).</p><p>　　The ethnocentric attitude

44、 can be characterized as: "We, the home-country nationals, are superior to, more trustworthy than, and more reliable than any foreigners in headquarters or the subsidiaries.” In such firms, performance criteria and

45、decision rules are generally based on home-country standards. Ethnocentrism works against a global strategy because of a lack of good feed back and because the experience and views of managers familiar with local conditi

46、ons in the areas of operation do not car</p><p>　　Polycentric firms go to the other extreme by assuming that local people always know what is best for them and that the unit of the multinational enterprise l

47、ocated in a host country should be as local in identity and behavior as possible. A polycentric firm is more akin to a confederation of quasi-independent subsidiaries. A polycentric management philosophy is likely to sac

48、rifice most of the unification and synergistic benefits of multinational operation. The costs of polycentrism are the waste</p><p>　　Egocentrism also has costs, largely-related to communication and travel ex

49、pense, time spent in decision making because of the desire to educate personnel about global objectives and to secure consensus, and the expense of a relatively large headquarters bureaucracy. But the payoffs are a more

50、objective total enterprise performance, worldwide utilization of resources, improvement of local company management, a greater sense of commitment to worldwide goals, and, last but not least, more profit. A</p>&l

51、t;p><b>　　企業(yè)品牌戰(zhàn)略研究</b></p><p>　　Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].Marketing Science,2010(2):52-61.</p><p>　　在經(jīng)濟(jì)全球化的今天，如何適應(yīng)國(guó)際化潮流，建立強(qiáng)勢(shì)品牌，提高競(jìng)爭(zhēng)能力，已經(jīng)成為國(guó)

52、內(nèi)企業(yè)面臨的迫切問(wèn)題。本文在分析我國(guó)企業(yè)營(yíng)銷品牌發(fā)展?fàn)顩r的基礎(chǔ)上，從品牌戰(zhàn)略的內(nèi)涵與其功能意義入手，探討了品牌戰(zhàn)略在企業(yè)營(yíng)銷中的作用。企業(yè)需要綜合運(yùn)用多種競(jìng)爭(zhēng)手段提高品質(zhì)，搞好品牌定位，塑造良好的品牌形象。</p><p>　　一、日系品牌全線崩潰</p><p>　　2006年11月22日上午，NEC宣布將推出2G及2.5G手機(jī)市場(chǎng)，這意味著繼夏普、松下、東芝、三菱、三洋之后又一家手機(jī)廠

53、商退出中國(guó)市場(chǎng)，日系手機(jī)除京瓷外幾乎全部退出中國(guó)2G手機(jī)市場(chǎng)的爭(zhēng)奪。</p><p>　　對(duì)于日系手機(jī)敗退，乃至日系家電走到中國(guó)市場(chǎng)的低谷，主要原因有以下幾點(diǎn)：意識(shí)企業(yè)制度呆板，決策困難，反應(yīng)速度慢，與另市場(chǎng)現(xiàn)實(shí)格格不入，難以適應(yīng)快速變化的中國(guó)市場(chǎng)；二是市場(chǎng)營(yíng)銷能力弱，產(chǎn)品規(guī)劃能力不強(qiáng)，很難很據(jù)自己對(duì)市場(chǎng)的判斷與預(yù)測(cè)推出迎合消費(fèi)者需求的產(chǎn)品，一直處于跟風(fēng)的被動(dòng)局面，無(wú)法滿足中國(guó)市場(chǎng)的需要；三是未能把握住產(chǎn)業(yè)轉(zhuǎn)型最

54、佳時(shí)機(jī)，是日系家電企業(yè)失去市場(chǎng)主導(dǎo)地位的重要原因。</p><p>　　日系企業(yè)在中國(guó)市場(chǎng)走到邊緣是否引起我們民族企業(yè)的深思？欲走國(guó)際化路線的企業(yè)又是否從“日系企業(yè)”的背后吸取教訓(xùn)？</p><p>　　二、我國(guó)企業(yè)實(shí)施品牌戰(zhàn)略的現(xiàn)狀分析</p><p>　　1、眾多昔日名牌“曇花一現(xiàn)”</p><p>　　中外企業(yè)在市場(chǎng)上的品牌大戰(zhàn)，使剛剛

55、成長(zhǎng)起來(lái)的民族品牌受到極大的沖擊。上世紀(jì)80年代稍有知名度的品牌，不是被搶注商標(biāo)，就是被收購(gòu)、擠垮，既是殘留下來(lái)的也是慘淡經(jīng)營(yíng)，真正發(fā)展起來(lái)的極為有限。這里典型的案例，上世紀(jì)80年代至90年代初期，曾在空調(diào)界創(chuàng)下奇跡的華寶空調(diào)，在1998年被科龍收購(gòu)，其后的品牌形象就一再下滑。</p><p>　　2、品牌戰(zhàn)略已日漸引起國(guó)內(nèi)企業(yè)重視，政府的扶持</p><p>　　自上世界80年代改革以來(lái)

56、，我國(guó)社會(huì)主義經(jīng)濟(jì)建設(shè)取得了令人矚目的成就，從計(jì)劃經(jīng)濟(jì)時(shí)代走向市場(chǎng)經(jīng)濟(jì)時(shí)代的中國(guó)企業(yè)，品牌經(jīng)營(yíng)從無(wú)到有。</p><p>　　資料顯示，各地政府在對(duì)名牌的重視程度、組織推進(jìn)力度、政策措施上有大幅度提升，青島、深圳、武漢、寧波、沈陽(yáng)等市對(duì)中國(guó)名牌企業(yè)的獎(jiǎng)勵(lì)為100萬(wàn)元，大連為300萬(wàn)元，對(duì)獲省市名牌的企業(yè)獎(jiǎng)勵(lì)10萬(wàn)元~20萬(wàn)元。</p><p>　　2007年1月8日至1月11日，第40界國(guó)

57、際消費(fèi)電子展（CES）在美國(guó)拉斯維加斯的威尼斯酒店開(kāi)幕。在CES上我們民族企業(yè)取得驕人的業(yè)績(jī)。據(jù)了解，今年中國(guó)有4000人注冊(cè)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(quán)威的消費(fèi)電子行業(yè)媒體《TWICE》評(píng)選為消費(fèi)電子第一品牌。</p><p>　　3、洋品牌的低位在多數(shù)行業(yè)仍是難以動(dòng)搖的</p><p>　　但是，我們也應(yīng)看到，面對(duì)市場(chǎng)上紛繁的產(chǎn)品，真正能

58、讓消費(fèi)者脫口而出的國(guó)內(nèi)品牌屈指可數(shù)。隨著對(duì)外開(kāi)放的深入，國(guó)際上一些大公司紛紛擠入中國(guó)市場(chǎng)，一時(shí)間中國(guó)市場(chǎng)上充斥著“索尼”、“可口可樂(lè)”、“飄柔”、“奔馳”等種種國(guó)際名牌，這些名目眾多的洋品牌猛烈地撞擊著中國(guó)的民族品牌。雖然在家電行業(yè)，以海爾品牌為首，“康佳”、“長(zhǎng)虹”、“TCL”等國(guó)產(chǎn)名牌已發(fā)展得不錯(cuò)，但同“索尼”、“松下”、“三星”等名牌相比，仍然存在競(jìng)爭(zhēng)劣勢(shì)；在IT行業(yè)，“聯(lián)想”、“方正”、“長(zhǎng)城”等品牌的競(jìng)爭(zhēng)力都有明顯提高，但與歐

59、美、日本等國(guó)的產(chǎn)品相比，品牌知名度仍有不足；在日用消費(fèi)品市場(chǎng)，“寶潔”、“利華”、“漢高”等國(guó)際公司已形成三足鼎立之勢(shì)、</p><p>　　三、我國(guó)企業(yè)實(shí)施品牌戰(zhàn)略中存在的主要問(wèn)題及誤區(qū)</p><p>　　目前，中國(guó)品牌走向國(guó)際市場(chǎng)有著巨大的機(jī)遇與空間，品牌的國(guó)際化已不可避免，然而品牌建設(shè)中也存在著不盡如人意的問(wèn)題。</p><p>　　我國(guó)企業(yè)實(shí)施品牌建設(shè)存在

60、的問(wèn)題：</p><p>　　從微觀企業(yè)自身因素角度：存在技術(shù)開(kāi)發(fā)能力不足，品牌競(jìng)爭(zhēng)能力不強(qiáng)；品牌個(gè)性不足，缺乏創(chuàng)新個(gè)發(fā)展能力；生產(chǎn)和經(jīng)營(yíng)規(guī)模偏小，品牌發(fā)展缺乏整體規(guī)劃；出口和國(guó)際經(jīng)營(yíng)能力偏弱，品牌意識(shí)不強(qiáng)；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(huì)環(huán)境因素上講：社會(huì)機(jī)制有待進(jìn)一步改善，政府法規(guī)的支撐需要進(jìn)一步加強(qiáng)，國(guó)家的產(chǎn)業(yè)政策，出口導(dǎo)向型政策對(duì)不同的行業(yè)起著不同的促進(jìn)各限制作用，金融環(huán)境對(duì)于去也

61、的投資能力和市場(chǎng)擴(kuò)張能力也有相當(dāng)重要的影響力。我國(guó)建立市場(chǎng)體制也有好多年了，雖有了很大改善但仍不健全，有些方面還未真正適應(yīng)市場(chǎng)經(jīng)濟(jì)的要求，消費(fèi)者的心理還未完全成熟。</p><p>　　忽視品牌投資，急功近利</p><p>　　經(jīng)濟(jì)全球化背景下，國(guó)際競(jìng)爭(zhēng)越來(lái)越表現(xiàn)為品牌的競(jìng)爭(zhēng)，現(xiàn)代跨國(guó)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(yùn)用，通過(guò)品牌這種全方位的輸出形態(tài)，跨國(guó)公司占領(lǐng)了國(guó)際市

62、場(chǎng)，可以毫不夸張地說(shuō)，至今，品牌已是跨國(guó)公司實(shí)現(xiàn)全球戰(zhàn)略目標(biāo)的銳利武器，是實(shí)現(xiàn)資本擴(kuò)張的重要手段。</p><p>　　冰凍三尺非一日之寒。品牌絕對(duì)不可能在短期內(nèi)創(chuàng)造出來(lái)，是一個(gè)長(zhǎng)期積累的過(guò)程。很多企業(yè)沒(méi)有清醒地認(rèn)識(shí)到這一點(diǎn)，妄圖在短時(shí)間內(nèi)創(chuàng)造出一個(gè)品牌，而忽視了長(zhǎng)遠(yuǎn)的規(guī)劃和戰(zhàn)略。</p><p>　　2、品牌戰(zhàn)略一項(xiàng)系統(tǒng)工程</p><p>　　品牌戰(zhàn)略的實(shí)施是一

63、項(xiàng)系統(tǒng)工程，是企業(yè)整體發(fā)展戰(zhàn)略與競(jìng)爭(zhēng)戰(zhàn)略的重要組成部分。品牌戰(zhàn)略的實(shí)施是企業(yè)整體素質(zhì)與形象的提高，需要有科學(xué)的經(jīng)營(yíng)理念和高超的動(dòng)作技巧，但國(guó)內(nèi)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，世紀(jì)工作中出現(xiàn)了不少這樣的誤區(qū)；如認(rèn)為創(chuàng)建品牌就是給產(chǎn)品取個(gè)好名字，提高產(chǎn)品知名度或把產(chǎn)品包裝一下；好的品牌是個(gè)令人滿意的視覺(jué)標(biāo)識(shí)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(wú)關(guān)注；企業(yè)產(chǎn)品規(guī)模一旦形成

64、了，知名品牌就自然而然地建立了；知名品牌等同于高階，必須不切實(shí)際地提高產(chǎn)品價(jià)格等，有的企業(yè)甚至在品牌低價(jià)出售轉(zhuǎn)讓，如我國(guó)現(xiàn)有20多萬(wàn)個(gè)“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(wàn)元低價(jià)將品牌轉(zhuǎn)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(lái)——喪失了本國(guó)企業(yè)自身品牌、產(chǎn)品與知識(shí)產(chǎn)權(quán)，民族企業(yè)競(jìng)爭(zhēng)力究竟何在！</p><p>　　3、產(chǎn)品是企業(yè)在市場(chǎng)競(jìng)爭(zhēng)中競(jìng)爭(zhēng)優(yōu)勢(shì)可

65、以很快被競(jìng)爭(zhēng)對(duì)手模仿、超越，而品牌卻難以逾越，真正持久的競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)自于不斷創(chuàng)新，以“不變”應(yīng)“萬(wàn)變”。</p><p>　　品牌是核心競(jìng)爭(zhēng)力的集中表現(xiàn)。市場(chǎng)是瞬息萬(wàn)變的，任何品牌都面臨著隨波逐流被淘汰的危險(xiǎn)。過(guò)于看重現(xiàn)有的成績(jī)，不重視創(chuàng)新，是導(dǎo)致很多品牌“下馬”的重要原因?？煽诳蓸?lè)公司前任首席營(yíng)銷官塞爾奇曼說(shuō)，“品牌是唯一使公司產(chǎn)品和服務(wù)有別于競(jìng)爭(zhēng)對(duì)手標(biāo)志，是開(kāi)辟市場(chǎng)最有效的武器，優(yōu)秀的品牌讓你的品牌脫穎而出?！?/p>

66、產(chǎn)品的物理屬性、數(shù)量、價(jià)格、質(zhì)量、服務(wù)等很容易被競(jìng)爭(zhēng)對(duì)手模仿，而品牌除了產(chǎn)品本身，還包含了附加在產(chǎn)品上的文化、背景、情感、消費(fèi)者認(rèn)識(shí)等無(wú)形的東西，使企業(yè)永遠(yuǎn)立足于市場(chǎng)競(jìng)爭(zhēng)的不敗之地。消費(fèi)者的認(rèn)知決定企業(yè)的命運(yùn)，而品牌又直接影響了消費(fèi)者的認(rèn)知。品牌是市場(chǎng)中企業(yè)相互區(qū)別的重要標(biāo)志，是消費(fèi)者進(jìn)行消費(fèi)的風(fēng)向標(biāo)，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(jī)制。</p><p>　　四、名族企業(yè)在品牌國(guó)際化進(jìn)程中如何進(jìn)行

67、品牌定位</p><p>　　1、以科技為后盾，樹(shù)立“質(zhì)量第一，以質(zhì)取勝”的理念，品牌的時(shí)尚要素、個(gè)性化的突出。</p><p>　　產(chǎn)品質(zhì)量是創(chuàng)造品牌的基石。產(chǎn)品的競(jìng)爭(zhēng)力表現(xiàn)為品牌的競(jìng)爭(zhēng)，而品牌競(jìng)爭(zhēng)多一張的則是產(chǎn)品的內(nèi)在質(zhì)量。一個(gè)品牌成長(zhǎng)為品牌靠的是質(zhì)量，一個(gè)品牌在市場(chǎng)上倒牌也不多是因?yàn)橘|(zhì)量出了問(wèn)題，所以，可以說(shuō)，質(zhì)量是品牌生命之所系。</p><p>　　此外，

68、企業(yè)還應(yīng)借鑒國(guó)外成功經(jīng)驗(yàn)，提高自己的設(shè)計(jì)開(kāi)發(fā)才能。企業(yè)要敢在新技術(shù)革命的挑戰(zhàn)中創(chuàng)造自己的品牌，提高產(chǎn)品的市場(chǎng)競(jìng)爭(zhēng)能力，就必須在技術(shù)創(chuàng)造上下功夫。在世界個(gè)性化趨勢(shì)的變化中，顧客的價(jià)值體驗(yàn)和差異化價(jià)值實(shí)現(xiàn)已經(jīng)直接決定了產(chǎn)品的最終銷售，個(gè)性化服務(wù)不可或缺。</p><p>　　2、強(qiáng)化市場(chǎng)營(yíng)銷，提高品牌認(rèn)知度，將品牌戰(zhàn)略有機(jī)融合于企業(yè)整體戰(zhàn)略，并促進(jìn)整體戰(zhàn)略的發(fā)展。</p><p>　　市場(chǎng)營(yíng)銷

69、是實(shí)施品牌戰(zhàn)略中的重要一環(huán)。通過(guò)選擇正確的市場(chǎng)營(yíng)銷方式，可以有效地利用品牌效應(yīng)讓品牌家喻戶曉，擴(kuò)大市場(chǎng)占有率。實(shí)施品牌戰(zhàn)略不是一項(xiàng)孤立的工作，而是與企業(yè)整體發(fā)展戰(zhàn)略息息相關(guān)的。一個(gè)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(jīng)營(yíng)管理的所有重大戰(zhàn)略決策，這些重大決策都要自覺(jué)地圍繞品牌來(lái)進(jìn)行，來(lái)展開(kāi)。</p><p>　　Brand Strategy Research</p><p>　

70、　Kapferer.J.H Strategic Brand Management [J].Kogan Page, London [J].Marketing Science,2010(2):52-61.</p><p>　　Economic globalization, how to adapt to international trends, establish, a strong brand and enhan

71、ce 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 mean

72、s of competition to increase brand awarenss, improve brand positioning, an create a good brand image.</p><p>　　First, Japanese brands across the board defeat.</p><p>　　November 22,2006 morning,

73、NEC announces that it would withdraw from 2G and 2.5mobile phone market, with means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese mark

74、et, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention.</p><p>　　If we sum up the Chinese household appliance market， today any different from ten years ago

75、，I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterpris system, decision-marketing difficult, the reaction was slow

76、, incompatible with the reality of the Chinese market; Second is weak in marketing, product planning capacity is not strong, it is difficult to judge according to their market lacunch to me</p><p>　　Japanese

77、 companies come to the edge in the Chinese market is causing companies think deeply about our nation? To make the international route and whether the enterprise of “Japanese Company” to the lessons learned behind? Second

78、, the brand strategy implementation in China the Current Situation Many old famous “flash in the pen”.</p><p>　　Chinese and foreign enterprises in the market the brand war, just grow up to be a great impact

79、on national brands. The last century, a little-know 80’s brand, not being registered by trademark, is to be acquired, squeeze, even if theresidue is hard going down really developed very limited. Here atypical case, the

80、last century 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.</p><p>　　Brand strategy has been an

81、 increasing emphasis on domestic enterprises caused the government to support.</p><p>　　Since the 80s of last century reform and opening up, China’s socialist econonomic construction has made remarkable achi

82、evements. From a planned economy tomarket economy era Chiness companies, brand management has grown out of nothing.</p><p>　　Information, local governments at all levels of emphasis on brand-name, organizati

83、on promoting the effort, policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on Chinese famous erterprises incentives to 100 millon, on Dali an 3 million Yuan, on brand-nam

84、e companies have been cities for the 100000yuan reward-200000yuan.</p><p>　　Japanese 8th 2009 year to Japanese 11th,the 40th International Cousumer Electronics Show(CES) in Las Vegas Ventian hotel opening. N

85、ational enterprises in the CES, we achieve superior results.</p><p>　　It is understood that this year there are 4000 people registered to participate in China CES, including manufacturers, media and spectato

86、rs, in the exhibition hall, there are 327 exhibitors. Haier is the world’s most authoritative consumer electronics brand.</p><p>　　3.The status of foreign brands in most sectors is still difficult to shake&l

87、t;/p><p>　　However, we should also see the face of numerous products on the market, allows consumers blueted out genuinely few domestic brands. With the opening up further, to a number of big companies have to

88、squeeze into the Chinese market, Chinese market, a time filled with “sony”, “Coca-Cola”, “rejoice”, “Benz” and various other internantional brands, many of these names foreign brands violently hitting the national brand

89、in China. Although the appliance industry, ed by haire brand, “Konka”, “Changhong</p><p>　　Third, the brand strategy implementation in China Problems and Errors.</p><p>　　Currently, Chinese bran

90、ds have a huge international market opportunity and space for international brands has been inevitable, but there are also brand building is not unsatisfactory.</p><p>　　Our Enterprise Brand Building Problem

91、s:</p><p>　　Fators from the point of micro-enterprises themselves: there is a lace of technology development capacity; small-scale production and manahement,brand development lack of overall planning; abilit

92、y of weak erports and international operations, Brand awareness is not strong;brabd positioning is not clear, there is a large range of factors such as blindness. Speaking from the macro social factors: social mechanisms

93、 need to be improved, policy, exort-oriented policies for different sectors play diff</p><p>　　2.The current situation of global economic integration, the error of the brand strategy implementation.</p>

94、;<p>　　(1)Ignore the brand investment, profit-oriented</p><p>　　Background of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming m

95、ajority of the brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the international market. It is no exaggeration to say that now, the brand has achiec

96、ed global strategic objectives of transnational corporations sharp weapon, is an important means to cheieve capital expansion.</p><p>　　Rome was not built in a day cold.Brand never be in the short term inven

97、ted 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.</p><p>　　(2)Brand s

98、trategy is a systematic</p><p>　　The implementation of brand strategy is a systematic, enterprise strategy and the overall development of an important component of competitive strategy. The emplementation of

99、 brand strategy is not rely on their overall quality and overall image enhancement, the need for scientific management idea and superb operational skills, but quit a few brand planner in this regard was particularly poor