外文翻译企业重塑品牌的原则.docx

外文翻译企业重塑品牌的原则.docx

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外文翻译企业重塑品牌的原则

毕业论文（设计）外文翻译

一、外文原文

标题：

Principlesofcorporaterebranding

原文：

Literaturereview

Incorporatebranding,majorclassicworksincludeOlins（1978,1994）,Gregory（1991）,Dowling（1994）,Fombrun（1996）andInd（1997）.Althoughinvaluableandcreative,theytendtofollowarelativelytraditionalmarketingcommunicationandplanningframework.Morerecentbooks（BalmerandGreyser,2003;Olins,2003;Ind,2004;Schultzetal.,2005;SchroederandSalzer-Morling,2006;deChernatony,2006）havefocusedonnuancessuchaslivingthebrand,theroleofexperiencesandinternalbranding.Recentspecialissuesofjournalsonthetopichaveextendedthedebate（SchultzanddeChernatony,2002;Balmer,2003;Balmeretal.,2006;MelewarandKaraosmanoglu,2006）.

Althoughwerefertocorporatebrands,verysimilarpropertiesapplytoorganisationalbrands,servicebrands（Berry,2000;deChernatonyandSegal-Horn,2003;deChernatonyetal.,2005）andretailerbrands（BirtwistleandFreathy,1998;BurtandSparks,2002;DaviesandChun,2002;MerrileesandFry,2002;AilawadiandKeller,2004）,withahighdegreeofinterchangeabilityacrosstheterms.Onewayofsummarizingthecorporatebrandliteratureistocontrastthenatureofcorporatebrandswithproductbrands.Firstly,theorganizationfeaturesmorestronglyandexplicitlyincorporatebrands（HatchandSchultz,2003）.Cultureandstructurearecriticalforcorporatebrands,notsimplyforimplementationreasons,butasamajorpartofthebrandessence.Anotherwayofexpressingtheorganizationalaspectistoemphasizetheroleofinternalprocessesorinternalbrandingaspartofcorporatebranding（Bergstrometal.,2002;GappandMerrilees,2006;VallasteranddeChernatony,2006）.Secondly,corporatebrandsarelikelytobemorecentralandstrategic,controlledbyhigher-levelmanagementsuchastheChiefExecutiveOfficer（HatchandSchultz,2003）.Thirdly,corporatebrandsarelikelytobemoreabstract,representinghigher-ordervalues（likefreedomorpurity）comparedtomorefunctionallybasedproductbrands（deChernatony,2002;Urde,2003）.Fourthly,corporatebrandsaremorecomplex,withpotentiallydifferentbrandmeaningsacrossdifferentstakeholders（BalmerandGreyser,2002）.

Mostrelevantliteraturedealswithspecificissuessuchasthepotentialgapbetweentheespousedcorporatebrandandtheactualbrandimagestakeholdersmayhaveofacompany（DaviesandChun,2002）.However,KnoxandBickerton（2003）andHatchandShultz（2001,2003）giveusefulframeworksforintegratingcomponentsofcorporatebranding.

Corporaterebrandingcanbecontrastedtocorporatebranding,whichreferstotheinitialcoherentarticulationofthecorporatebrandandcanoccuratanytime.Corporaterebrandingreferstothedisjunctionorchangebetweenaninitiallyformulatedcorporatebrandandanewformulation.Thechangeinbrandvisioncanbereferredtoasbrandrevision.Theprocessofexecutingtherevisionthroughouttheorganizationwouldmostlikelyrequireachangemanagementprocess.Withcorporatebranding,organizationalissuesmaywellinvolvesomechanges,buttheemphasisisongettinggallunitstoadhereconsistentlytopolicyandprocedurespecifications（suchascommonletterheadsorbusinesscards,ortheuseofcolors）.However,withcorporaterebranding,allunitsneedtobemovedfromonemindset/culturetoanother.

Shiftingfocusfromcorporatebrandingtocorporaterebranding,wefindlessresearchorconsensus.AnearlyacademicpaperonrebrandingwasBerry’s（1988）summaryofOgilvyandMather’sbrandrevitalizationprogram.Acommontriggerforrevitalizingbrandsisunder-performance（Kapferer,1997）.Usingrenaming,anarrowapproachtorebranding,bothMuzellecetal.（2003）andMuzellecandLambkin（2006）foundthatstructuralfactorssuchasmergersandacquisitionswerethemaindriversofrebranding,withbrandimageimprovementrankedlower.Beforefocusingonrebrandingsuccessfactors,wenoteStuartandMuzellec’s（2004）argumentthatrebrandingmaynotbethesolutiontosomeproblems.Theysuggestthatrebrandingconsiderationsincludecomprehensiveassessmentofpotentialbenefits,clarityaboutwhatisbeingsignaled,andcheckingthatkeystakeholdersunderstandandsupporttheproposedchange.

Fouracademiccasestudiesmakemajorcontributionstounderstandingcorporaterebranding.Ewingetal.（1995）studiedtherebrandingofMazda（SouthAfrica）withachangefromanarrowfocusondurabilityandreliabilitytoamorecomplexanddifferentiatingsetofcorevalues–quality,technologyandexcitement.Themainlessonsweretheneedsforsensitivitytotheexistingcustomerbase,strongadvertising,andforinternalbrandingwithinthedealernetwork.Theselessonswerepackagedasasimplemarketingplanframework.

SchultzandHatch（2003）provideinsightsintothedevelopmentprocessesundertakenbytheLEGOGroupintheircorporaterebranding.Thenewbrandvalueswerearticulatedandfollowedbytheinterplaybetweentheorganizationalcultureandcommunicatedimage.Thecorporatebrandtraveledthroughacomplexsetofcyclesinitsnewformulation,includingthelinkageacrossthethreemainelements（vision,culture,image）,plustheinvolvementofallstakeholdersandtheintegrationofthethreeelements.Interestingly,SchultzandHatch（2003）concludebyposingparadoxesthatrequireresolutionifcorporaterebrandingistosucceed.

Finally,Merrilees（2005）analyzedtherebrandingofCanadianTire,amajorautoandleisuregoodsretailer,inresponsetocompetitivepressures.Thestudyhighlightedtherolesofqualitativeandquantitativemarketresearch,andcompanyintuitiontoguidethenewbrandvision.Stakeholdermanagementwithstaff,dealers,suppliersandmanagementwasfeatured,aswastheroleofacreativeintegratedmarketingcommunicationadvertisingstrategy.Thelessonswerebuiltintoatheoreticalframework,basedonthethree-stageprocessofchangingthebrandvisiontobrand-orientatedcommitmentfromstakeholders,andtobrandstrategyimplementationincludingadvertisingandotherchangestothemarketingmix,linkedtothenewbrandvalues.

Insummary,thecurrentstatusofcorporaterebrandingtheoryisconstruedasanamalgamofthethreedominantthemesfromthefourcasestudies.Theme1istheneedtore-visionthebrandbasedonasolidunderstandingoftheconsumer,tomeetbothexistingandanticipatedneeds.Theme2istheuseofinternalmarketingorinternalbrandingtoensurecommitmentoftherelevantstakeholders.Theme3featurestheroleofadvertisingandothermarketingmixelementsintheimplementationphase.Thesethemesprovideahelpfulbroadtheoreticalframeworkforcorporaterebranding.

Extendingthetheoryofcorporaterebranding

Theoriescanbedevelopedorextendedusingtypologies（DotyandGlick,1994）,propositionsorprinciples（KohliandJaworksi,1990）orcaseresearch（Eisenhardt,1989;Yin,2004）.Weusedthelattertwotheory-buildingapproachestoextendcorporaterebrandingtheory.Thecurrenttheoryisbroadandnotcodedcomprehensively.Themoredetailedatheory,themoreamenableitistoevaluationandtesting.Eitherpropositionsorprinciplescouldfacilitateframingthetheorymoretightly,thoughprincipleswerechosenbecauseoftheunder-developedliterature,andsubsequentlysixprinciplesweredeveloped.Principlesallowmorescopefordiscretionarydecisionsonthepartofcorporatebranders,compatiblewiththeambiguitythatconfrontssomeofthesedecisions.Thischaracteristicisparticularlyevidentinthefirstprinciple.Establishingprinciplesguidedbytheliteratureisausefulmethodofcoding.Inthisstudy,Principles1,2and3refertotheprocessofrevisingthevision,Principle4toattaininginternalsupportor“buy-in”tothenewvision,andPrinciples5and6toimplementingthenewcorporatebrandstrategy.

Principle1

Designingasuitablebrandvisionforthecorporaterebrandshouldbalancetheneedtocontinuetosatisfythecoreideologyofthecorporatebrand,yetprogressthebrandsoitremainsrelevanttocontemporaryconditions.

Thefirstprinciplereflectstheparadoxthatallcorporaterebrandingexercisesshouldbalanceremainingthesamewithmovingforwards.Severalstudiessupportthisapproach.CollinsandPorras（1997）compared“visionary”companieswithamatchedsampleofotherorganizationsinthesameindustry.

Theinterplaybetweencoreandprogressisoneofthemostimportantfindingsfromourwork.Indeed，coreideologyandthedriveforprogressexisttogetherinavisionarycompany,likeyinandyangofChinesedualisticphilosophy;eachelementenables,complementsandreinforcestheother（CollinsandPorras,1997,p.85）.

Weinterpretthisfindingasaffirmingthebenefitsofcombiningstrongbranding（throughthecorevalues）andinnovation（throughinvestmentandchange）,creatingasynergisticrelationshipbetweenstrongbrandsandinnovation.Onefashioncompanyreportsthatbrandmanagementisanevolvingprocess“ensuringcontinuityandconsistency”with“innovation,collaborationandvisionattheheartofanygoodcompany”（Oroton,2002,p.5）.Severalstudiesidentifythedangerofstrongbrandsdoingsowellthattheyhaveinertia,resistinnovationandinadvertentlyinviterivalstooutmaneuvertheleaderovertime（Christensen,1997）.Thesolutionisthewillingnessofbrandleaderstoinnovatefromtimetotime,whichnecessitatescorporaterebrandingforcorporatesustainability.

Principle2

Successfulcorporaterebrandingmayrequireretainingatleastsomecoreorperipheralbrandconceptstobuildabridgefromtheexistingcorporatebrandtotherevisedcorporatebrand.

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