品牌力打造的核心要素

很多企业钟情于品牌力的打造,然而,到底什么是品牌力呢？似乎很多企业甚至很多品牌策划人也并不甚清楚。笔者认为,品牌力就是品牌能够给企业带来的收益率的提升,举例来说,假设我们为两款同样的产品冠以不同的品牌,找到普通需求消费者进行判断,结果造成了不同的价格判断,这个价格差就是品牌力。     

中菲关系转向与中国国家品牌力效应

菲律宾总统杜特尔特上任后,中菲关系相比前任发生了国际关系史上罕见的大转向。而深究推动中菲关系转向的深层动因,即中国国家品牌力所致。国家品牌力,即包含硬实力与软实力,更突出给予他者带来价值的国家信誉及其能力。而菲律宾经济对于中国充满期待、菲律宾军事对抗中国没有好处、中华文化显示中国国家品牌风范等,则正是中国国家品牌力在中菲关系上所产生的效应。     

浅析中小企业品牌构建的策略

当今的市场竞争，已经跨越了广告力时代和营销力时代，进入了全新的品牌力时代。在“品牌力”时代，企业能否培育出自有品牌．并塑造成知名品牌，将决定着一个企业在市场上的竞争力，乃至生存和发展。     

从“量化”与“质化”指标看CCTV广告的实效价值

电视媒体作为企业营销传播的重要手段之一,其广告的实效作用越来越受到企业的重视。CTR市场研究认为:电视媒体与其他商品一样同样具有品牌价值,电视媒体的品牌价值在传播过程中会影响所承载的内容,即电视媒体具有品牌力。所谓品牌力是指商品通过自身的品牌塑造为商品使用者带来的实现最大化利益的驱动作用。     

从产品力竞争到品牌力竞争的发展规律探讨

本文以当今中国企业热衷的品牌创新实践为研究背景,以中国企业竞争能力从产品技术创新为主导转向品牌创新为主导的发展历程为研究对象,以市场营销学的产品生命周期和经济学产业演进理论、管理学企业能力理论为基础,展开企业在不同的产品生命周期阶段所需要的能力要素类型探讨,揭示了以技术创新为核心能力的产品力竞争在产品生命周期的萌芽期、导入期、成长期的不同特点,以及演进规律,其被品牌力竞争代替的必然性。进而阐述了以市场创新为核心能力的品牌力竞争阶段的能力要素类型。以此研究为我国企业的持续发展提供理论指导。     

打造高价值品牌的秘诀——高端产品提高品牌溢价能力的策略

高端产品的品牌力是成就高端产品高价值的重要砝码。提升高端产品本身的溢价能力。全面地考虑高端产品成就强势品牌的因素。这是构建高端产品强势品牌力的基础。     

设计力与传播力

<正>从广义上说,设计力存在于企业内生的各个环节,它可以是战略层面的架构力,也可以是企业可视化传达的一套体系。从狭义上说,设计力是产品力、品牌力。设计力是品牌力的重要组成部分。品牌力源于其内涵：品牌历史、文化底蕴和企业形象。但这种力量是对外的,即市场、客户、公众,通过设计,将品牌力视觉化,使其将内外结合起来。设计,就是找到内外的平衡点,既能保持品牌真我,又能以公众认可和喜欢的展现形式,表达品牌自己的个性。     

如何创造企业品牌文化的专有性?

世界著名品牌战略研究权威David Aaker曾说:"一个企业的品牌是其竞争优势的主要源泉和富有价值的战略财富。"品牌要靠品牌力,而品牌力则要依托于品牌的文化内涵,也就是品牌文化。     

媒体品牌力对广告传播效果的影响作用研究

媒体品牌力具备广度和深度两个维度,涵盖传播力、公信力、吸引力三个方面。媒体传播力是广告传播的基础,而公信力和吸引力则集中体现了媒体品牌形象,它将作用于广告传播全过程,影响广告受众对广告及广告商品印象和态度,从而影响广告传播整体效果。广告主应根据广告说服形式选择恰当的广告传播媒体,利用媒体品牌力放大广告传播效果。     

解剖营销核心力

本文简述了营销核心力的地位及内涵,重点阐述了营销核心力的三个重要组成部分,并对营销战略力、品牌力的各个子力做了重点剖析,以期在理论上明晰营销核心力的结构体系。     

An appraisal framework of the determinants and consequences of brand happiness

Recent academic discussions about the concept of brand happiness have introduced brand happiness as a promising new branding asset and a key research area. There is scientific evidence that its strong desirability, its characteristic of greatest emotional fulfillment, and its superior power to influence brand behavior qualify brand happiness as an important brand goal and differentiate it from other emotional‐relational concepts (e.g., emotional brand attachment, customer delight). However, there is no evidence on the effectiveness of brand happiness. To provide essential new insights in this research field, the authors theoretically develop an appraisal framework of the determinants and consequences of brand happiness and empirically verify it in four industry sectors. On the cross‐industry level, brand relationship quality, brand self‐relevance, brand goal‐congruence, and actual and ideal brand self‐congruence are confirmed to be important brand appraisal determinants of brand happiness, and pleasantness, fairness, and certainty are confirmed to be important situational appraisal determinants of brand happiness. The behavioral power of brand happiness was supported by showing that brand happiness strongly predicts five coping strategies; namely, the problem‐focused coping strategies of (re‐)purchase intention and price premium, and the emotion‐focused coping strategies of word‐of‐mouth, brand evangelism, and brand forgiveness. On an industry‐specific level, differences are observed regarding the influence of some of the brand appraisal determinants on brand happiness and regarding the influence of some of the situational appraisal determinants on brand happiness across the four analyzed industry sectors.     

城市文化旅游品牌演化：规律、动力与机制研究

城市文化旅游品牌演化经历孕育期、成长期、成熟期、成熟后期四个阶段,各个阶段皆呈现出异质的演变规律,其演化动力包含内源动力与外源动力,内源动力表现为各生物单元追求共生带来的回报;外源动力为外部政府的制度引力、外部城市文化旅游品牌建设带来的压力、消费者日益增长的文化消费拉力。城市文化旅游品牌包含选择机制、创新机制、生态平衡机制,选择机制主导着城市文化旅游品牌进化的方向;创新机制给予源源不断的能量补给;生态平衡机制增加了城市文化旅游品牌的生态耐受幅度,使其成为一个广适应性物种。     

The reverse Napoleon effect: The brand appreciation of looking up by tall people

Integrating the embodied cognition framework with research on the self, this study shows that head canting (the vertical tilt of the head to look up vs. down) interacts with a viewer's physical height to influence perceived brand power and behavioral intentions. Three studies use a variety of brand cues in both laboratory and field contexts to test the effect of head canting on brand power evaluations, the role of a person's physical height as a moderator and boundary condition, and the mediating role of consumer–brand identification. Study 1, an experiment, showed that tall, but not short individuals, evaluate a brand as more powerful when looking up (rather than down) at a brand story from a standing position, with differences in brand power impacting brand attitudes and choice. Study 2 replicates these findings with 30 brands, consumers positioned in a seated position, and brand logos. Both studies rule out the construal level as a process mediator. Study 3 further examines the process and demonstrates that the interaction of head canting with a person's height impacts consumer–brand identification, which mediates brand evaluations. These findings add a brand management and physical-self perspective to previous embodiment research by specifically examining the effects of sensorimotor experiences.     

The power relationships of brand managers

This study tests the strategic contingencies theory of power among consumer and industrial brand managers, along with an extension to the theory that hypothesizes interactions between the control of contingencies and environmental factors. Data were collected through a national mail survey of brand managers. Strategic contingencies theory is supported, with clear results that the centrality of a department, its amount of financial control, communication with the brand manager, and its total control of contingencies are positively associated with departmental power. We find modest support for the hypothesis that environment moderates the effects of strategic contingencies on power.     

零售商自有品牌及其竞争效应

目前,零售商开发自有品牌已经成为全球零售业发展的一个显著的特征。自有品牌有助于零售商驱除在位竞争对手或阻止潜在进入,同时也提高零售商在纵向竞争结构中的议价势力,并产生促进竞争效应和反竞争效应。     

Intended brand associations: Do they really drive consumer response?

Brand managers exhibit considerable effort to define intended brand associations to anchor in consumers' minds. They follow a credo deeply rooted in branding literature: intended brand associations drive consumer response and brand equity. This article investigates the benefits of a strong overlap of actual consumer brand associations and management-intended brand associations (brand association match). The article presents results from two large-scale studies (3353 and 1201 respondents) involving one consumer goods and one service brand with multiple operationalizations of consumer response (attitudinal and behavioral). The results show that consumers with high brand association match show more positive brand response. However, after accounting for the valence of associations match does not add explanatory power. This outcome challenges a key foundation of brand management. The discussion identifies reasons why match may not be necessary to achieve response and provides arguments why the results do not imply free play for brand managers.     

Brand Power Relationships: A Co-Evolutionary Conceptual Framework

Abstract

In the era of the Internet and networking, stakeholders increasingly acquire power by influencing brand value and meanings. However, this does not imply that marketing managers have lost their power over brand creation and management. Thus, the aim of this study is to explore brand power relationships taking the co-evolutionary perspective as conceptual lenses. In particular, this article seeks to address the competitive relationship between the corporation and its stakeholders in determining the corporate brand evolution over time, suggesting that corporate brand management is successful when co-evolving power relationships are established. The relational interplay between managers and stakeholders is framed into the Brand Power Relationship Model that suggests four potential evolutionary paths. It offers new brand typologies supported by examples from business practices, which mirror four different ways of managing and adapting brands over time; namely, through the None’s Brand, the Managers’ Brand, the Stakeholders’ Brand, and the Co-Evolutionary Brand. Focusing on the latter, this study depicts managers and stakeholders as having reciprocal influences and co-determining themselves, thus triggering interrelated relational effects that influence corporate brand evolution over time. The bilateral power of managers and stakeholders is framed into a further model, focused on corporate brand co-evolution. It is proposed that corporate brands can successfully co-create their value and meanings over time only if corporations co-evolve with their environment—in this study, multiple external stakeholders.     

Achieving and Managing Global Brand Equity: A Critical Analysis

ABSTRACT

According to some experts, brand equity is a company's most important asset. In this article, the authors first study the durability of brand equity in the long run. Then they examine the maintenance of that brand equity. The study analyzes the relative position of the top 50 most important global brands. Rank correlations indicate that, in the short run, the top 50 brands maintain strong equity levels, but in the longer run, this equity dissipates. In order to empower global brands in the long run, the authors put together a general global brand strategy model that would achieve and maintain brand equity. The model has three important components: strategic action, generating brand power, and achieving sustained brand equity. Such a model could balance the success in achieving brand equity globally both in the short and long run.     

品牌资产与品牌价值的动力源泉——基于消费者视角的分析

本文认为,企业通过品牌资产与品牌价值的积累使品牌得以持续发展,但企业品牌资产与品脾价值真正的动力源泉却来自于消费者,即消费者对品牌的认可程度和选择行为,它集中表现为消费者的品牌意识、品牌印象与品牌联想。消费者对品牌是否认可,是否愿意通过自身的购买行为实现对品牌的选择,均与消费者的品牌意识、品牌印象和品牌联想密切相关。