文献研究应用报告.doc

第二某些 奢侈品品牌文化与品牌营销文献研究报告 2.1该领域文献研究总体概述本文献研究报告重要是关于奢侈品品牌文化三个重要代表品质、品位和品格；广告中以故事为重要元素吸引消费者，把产品与她们密切有关生活联系起来，增长产品亲和力；明确重要奢侈品消费人群女性，为她们打造属于自己奢华，是女性追求也是市场良策。重要研究如何发挥品质、品位和品格力度，如何在广告中形象将产品与生活结合起来，以至于更加进一步人心，如何扩大女性消费市场，让品牌历史不断延伸，掌握奢侈品消费重要群体金领以上女性等问题。随着全球经济日益壮大，对奢侈品消费度越来越高，奢侈品正在备受着关注，要使其带动消费，必要传承品牌文化，运用广告吸引消费群，注重重要目的消费群体，把广告分得细节与她们生活结合起来，做大力度推广。明拟定位，创造出新颖并且深刻故事广告，感动消费者，使产品在消费者心中有着重要地位，保持消费者对品牌产品忠诚度，结合历史，保持优势，并且不断扩大和加强。2.2 文献研究范畴选定通过对图书馆及网络资源阅读分析并加以整合提炼，最后，我文献研究范畴为1、奢侈品品牌文化战略指明奢侈品品牌品质，品位和品格是一种魅力，品牌文化和精髓就是其三者统一。2、奢侈品营销方略通过故事讲述特别感觉广告形式，使得产品溶入生活化元素，让人们体验真实与自我，保持奢侈品一惯进一步人心魅力和诱惑，以精彩故事去打动消费者，使其身临其境。 3、从奢侈品目的消费者研究中精确提出奢侈品市场潜力正等待着所有女性去发掘，为女性打通走向奢华之路是一种永恒良策。 2.3 重要代表理论和观点汇集2.3.1奢侈品品牌品质、品位和品格是一种魅力奢侈品品牌NE。TIGER董事长兼艺术总监张志峰觉得：“一方面，做奢侈品品牌，要做出品质。第二，做奢侈品品牌，须做出品位。第三，做奢侈品品牌，必要做出品格。 国际奢侈品品牌除了严格遵循国际原则组织生产外，还自成一套质量监控体系，这是她们即便在全球组织生产，也始终可以“拷贝不走样”奥秘。品牌消费诉求必要非常清晰，你品牌代言哪个年龄段，哪个收入段，哪个职业都必要非常清晰，定位明确了，从专卖店选址，设计到各种促销活动就必要严格环绕“品位”展开。品格就是文化底蕴，那些代代传承国际奢侈品牌，代表了西方主流文化精髓。奢侈是人类与生俱来与“与时俱进”本能，例如，被纽约新闻日报授予“奢侈之王”美国蒂科国际公司前主管丹尼斯科兹洛夫，曾经创造过2200美元一种镀金纸篓，6000美元一条浴室挂帘，700万美元一套豪华住宅奢侈记录。正由于奢侈品品牌成功归结于产品自身品质，产品特性与标志，品牌魅力等等，使得人们对她向往，或许她们资产平平，但却会去享用奢侈品，这就是奢侈品内在精髓对世人诱惑，并且奢侈品消费在全世界不断壮大。国际顶级品牌奢侈品跨国公司在华品牌文化战略M杨明刚 著 上海财经大学出版社 12月第一版2.3.2奢侈是通过故事讲述特别感觉广告 尚奇广告凯特布里斯托和亚当勒维特指出：奢侈是通过故事讲述特别感觉广告。关于尚奇广告在奢侈品广告界中作用，布里斯托解释说：从消费者个人角度来看，奢侈品就是任何让她感觉特别，同步也是需要为此付出很大成本，因而不是每天都可以拥有东西，对每个消费者而言各不相似。这种奢侈必要用某种方式显示她特别之处。咱们通过广告来传递这种特别感觉。咱们编织一种与该产品或服务有关故事或梦境，来让消费者感觉到很特别。如，可以讲述一种关于香水故事，通过故事让消费者相信这款香水可以变化她，让她变得特别起来。 由于消费者个人主义之风增长，一种人眼中奢侈品和此外一种人眼中奢侈品完全不同，另一方面，个人对于奢侈品结识也有也许变化。如，在一艘水晶游轮上，穿着礼服夫妇在与其她人共同用餐庆祝场景。但真正让人们做出反映画面是女主人公独自在游轮上，目视远方，重要是她只有一种人，没有伙伴，在一种空旷，有足够空间船上，所有这些触发了一种奢侈体验感受，她很放松， 有时间享有自我，她并不需要别人来和她分享这一刻，这是至关重要。一种品牌产品通过一种故事打造生活情趣，将人们对于奢侈愿景人性化，创造美丽产品来告诉你一种故事一种描述消费者梦寐以求浪漫，奢侈世界故事。用马歇尔。麦克卢汉名言来说，品牌世界就是媒介和信息，作为营销者，咱们工作是理解，创造并与这个世界沟通，奢侈永远都是关于品牌一种个故事。不但是潮流，更是生活，一种品牌成功秘诀在于消费者可以进入广告中一种世界或者多元世界。换言之，一位消费这选取了旅行故事，另一位可以选取西部故事，第三位也许选取了古典英国故事，同步，尚有此外某些人将所有故事都包括进她个人世界。这样生活化传播方式能让消费者积极响应，看上去昂贵，但是很真实奢侈品，表达是咱们所处世界生活方式，每一种都体现了崇高品味。流金时代奢侈品大众化营销方略M 美帕米拉N.丹席格 著 宋亦平 朱百军 译 上海财经大学出版社 8月第一版2.3.3“为所有女人打造奢华”-通往女性消费市场良策 法拉沃纳在女性营销一书中提出，女性所代表，是当今最为复杂，最为分散，最易被误解目的消费群体，而80%购买决策普通由她们做出，能否开发日益变富有女性市场，将是当今和将来公司能否成功核心因素。 奢侈品市场潜力以及目的客户购买力是如此诱人，因而要变化定位，以吸引更加富裕人群。 为特殊顾客制造特定购物环境，注重布局，如更有规划视平线，更简朴店内走道等。 流金时代奢侈品大众化营销方略中写到，塔吉特潮流设计师为她设计了标语为“为所有女人打造奢华”独家产品系列。塔吉特在其品牌广告设计中就体现了“为所有女人打造奢华”宗旨，广告里浮现不同身材，不同体型，不同年龄段女人（涉及从小号中号衣码到特大号衣码，从年轻女孩，她们姐妹，再到她们妈妈，甚至她们祖母）。这正是对庞大女性消费群体一种营销模式。当今女性已经成为奢侈品消费重要人群，有一份较早杂志中华人民共和国对外服务，针对外企白领高档品牌消费调查问卷返回信息中得到，女性占了56。4%比例，可以看出，当今女性消费群体更家扩大化。女性对奢侈品是毕生追求，犹如她们对美丽向往，而她们自身也是精致，典雅，美丽代表。 女性营销（美）M法拉沃纳 著 赵银德 等译 机械工业出版社 9月第一版 2.4 文献分析与观点通过文献研究使我明白了奢侈品品牌品质、品位和品格重要内涵，三者缺一不可，由于它们是奢侈品品牌文化象征，品牌历史在人们心中扎根，每一款典型都是一种验证，是品质、品位和品格巧妙结合。“奢侈是通过故事讲述特别感觉广告”,使得奢侈品更加人性化、生活化。爱玛仕（Hermes）丝巾汇集了无数精美绝伦工艺，特点是不易起褶皱。同步，为了使丝巾更具特色，会在编织过程中加上暗花图案，如蜂蜜、马等，这些图案都来源于生活方方面面，颜色及层次都很丰富。生活化元素可以体现产品真实性，相称于把生活重新演义，与以上通过故事打造品牌类似，都是触发消费者奢侈体现，传递特别感觉。当今女性已经成为奢侈品消费重要人群，“左手轻摇摇篮，右手驾驭世界”为所有女性打造奢华，发展更大女性市场潜力。爱玛仕（Hermes）丝巾，犹如一件值得收藏艺术品，独一无二并魅力四射。更值得女性追捧。拥有爱玛仕（Hermes）不但是身份、地位象征，并且也被誉为可以让你毕生永不落伍潮流之物。爱玛仕（Hermes）丝巾是诸多女性毕生梦寐以求单品。丝巾精致和细腻体现了女士温柔一面，美丽图案和精湛工艺，造就了她独有气质，不但是丝巾，更是一种艺术。通过文献资料研读，结识到了奢侈品品牌文化是如此重要，广告能吸引更多消费者，除了品牌自身对消费者影响，更多也由于广告中故事让消费者感到特别，加深消费者对一种品牌忠诚度，在产品广告中找到现实自己，使得广告、产品与消费者三者统一起来。因而，无论是影视广告还是平面广告，都应当运用故事这一有效办法，可以通过图片形式，或文字形式，巧妙把故事中心内容传达给消费者，与她们进行良好沟通。2.5文献研究对设计指引作用通过对文献研究，让我对品牌文化重要性有更大理解，品质、品位和品格也将在我设计中体现出来，通过精致与艺术结合来彰显品牌魅力。另一方面，广告设计是与人们生活互通，在设计中体现出生活意境，让消费者更加热爱与忠实该广告产品。最后，针对重要女性消费人群，在设计中添加感性元素，来体现最原本女性魅力，并且，沿着奢侈品一贯精致与奢华，为女性打造属于她们美丽。2.6外文文献译文及原文2.6.1 译文Hermes公司原则 Hermes有一种至关重要规定，公司运营要以股东长远利益为重。公司坚持了这个原则，其不但有助于股东，并且咱们也会以为，更有助于在公司及其股东参加拓展经济。咱们以为，公司运营要考虑股东长远利益，需要有效地管理与员工，供应商和客户之间关系，需要有礼貌行为，并且对环境和整个社会作贡献。 交际方面 原则1 公司应当谋求与一种诚实，公开可以长期对话股东。她们应当清晰地传达她们所追求筹划和也许带来财政及这些筹划有效成果。每年预期目的，筹划，进展和帐目都应在年度报告中进行讨论。 财政方面 原则2 公司应当有适当办法和制度，以保证她们能理解哪些活动和项目最大化实现股东利益。 原则3 对于能长期提供应股东利益能力面言，公司应保证所有投资筹划都应被真实，诚恳评估。 原则4 公司应全力带有创新精神去寻找在自己经营范畴内能拓展增长机会固定资本投资分派，而不是谋求多样性资本投入，当渴望得届时这一点将十分有用。原则5 公司应设计业绩效评估和奖励系统去勉励管理人员创造价值保证股东长期利益。 原则6 公司应当有一种高效率资本构造，这样可以减少资金长期固定成本损耗。 战略方面 原则7 公司应持续为每一种业务部门发展长期合伙战略。这样以来这些部门能更好预见市场前景和通过激烈竞争拓宽市场方向。公司应当理解那些推动市场增长及巩固她们自己市场地位。 原则8 公司应当可以解释对于公司运营她们为什么是“最佳掌控者”。如果她们不是最佳掌控者，她们应制定筹划来解决这些问题。 社会，道德和环境方面 原则9 公司应有效地管理员工，供应商和客户与其她拥有该公司合法利益都之间关系。公司应有道德，并为环境和整个社会方面做出自己贡献。 原则10 公司应提供自愿服务及可以最大限度减少成本投入且对社会有利规章制度。 战略盼望 业务单位战略 原则7 公司应持续为每一种业务部门发展长期合伙战略。这样以来这些部门能更好预见市场前景和通过激烈竞争拓宽市场方向。公司应当理解那些推动市场增长及巩固她们自己市场地位。 股东长期价益回报，在将来需要下一代更好地执行。今天财务计算往往是对股东价值回报预测局限性，此外在公司周期性很强且新投资需求下要许近年才干偿还。由于这种因素，如果股东们评估在何种限度上公司将产生长期价值回报，那么她们需要理解其业务发展战略。这就是股东投资商业方略。 正如衡量投资回报，作为股东最重要是，咱们拟定了咱们以为一种恰当战略。咱们相信有一种恰当并由董事会提出不但可以讨论战略目的并且可以解决问题使得这项目的可以实现规定。 至关重要描述办法是：（一）需要清晰理解市场动态（二）公司竞争优势方面，例如，消费者价值，成本或访问，这使其能保持对其她进入市场竞争者优势。一种叫“Basecase”假定必要去做，如果一种公司没有竞争优势，这是很难理解通过数年发展，其一定能保持良好回报，从而创造股东长期利益。 竞争优势评估，公司要阐明有什么特别可以运用优势或资源，这会使她保持领先优势。一种公司也许有成本优势，其规模，生产要素成本，品牌，技术或这些混合体统一和其她许多特性事物所构成。 （这些被称为核心竞争力）。一种公司所拥有竞争优势越大，其和其她行业参加者关系就越密切。 规定该公司以这种方式表达自己，咱们不规定限制，创立方略办法。咱们深知，在一种良好公司，战略发展是一种创造性，直观活动，受到组织，文化和个人影响，同样有分析性投入。咱们永远不会想扼杀这个创造性过程，但是，如果股东们可以理解，并不时有她们挑战，让她们管理公司，那么这些就会为战略需求和竞争打下基本。因而这是一种基本规定就是管理层可以描述她们所处各个业务战略目的。公司战略 原则8 公司应当可以解释对于公司运营她们为什么是“最佳掌控者”如果她们不是最佳掌控者，她们应制定筹划来解决这些问题。业务单位级层面与公司层面是平等，许多大型上市公司参加不同数量业务，无论这些业务是由市场，产品或活动所构成。在任何状况下，它是必不可少，如果公司目的是创造股东长期利益，董事会可以解释为什么她们是公司最佳掌控者。 此基本上在每如果一种独立，由另一法人团队管理公司能产生更大价值，则董事会就会考虑将出售。总结：在这篇关于Hermes文章中，咱们可以理解从公司投资方面对咱们有益资料，其对公司投资回报，战略目的，拓展业务均有影响。咱们相信，在咱们与公司合伙上，这些原则都会协助咱们建立一种可以负责任且投资者盼望公司。咱们相信一种用关于怀公司发展股东公司比不论世事股东公司更有实现长期回报。咱们但愿，这既创造一种交流和建设性对话平台也对股东恰当讨论和质疑管理有利。咱们相信，在这个国家，大多数公司会设法实现这些目的，并能建立和治理公司，符合咱们管理原则体系。那些支持Hermes能长期得到回报股东运营公司管理，涉及公司筹划，收购及融资等方面。在制定公司这些盼望时，咱们不限制经营范畴和创造力，也不去管理公司细小事务，咱们所列出所有公司盼望自然条例都能致力于争取股东长期利益上。在任何时候，Hermes随时准备与公司讨论这些筹划。如果在某些状况下，过于僵化，咱们固然会在特定状况下作出灵活反映。一种公司是一种由固定投资者和管理业务董事会所构成统一整体。一种忽视了业主公司投资人看起来更像一种不对任何事务做决定观众同样，这种做法是不对的，咱们同步也盼望和咱们所投资公司之间进行积极和建设性对话。2.6.2原文Hermes PrinciplesHermes overriding requirement is that companies be run in the long term interest of shareholders. Companies adhering to this principle will not only benefit their shareholders，but also we would argue，the wider economy in which the company and its shareholders participate. We believe a company run in the long term interest of shareholders will need to manage effectively relationships with its employees，suppliers and customers，to behave ethically and have regard for the environment and society as a whole.CommunicationPrinciple 1 Companies should seek an honest，open and ongoing dialogue with shareholders. They should clearly communicate the plans they are pursuing and the likely financial and wider consequences of those plans. Ideally goals，plans and progress should be discussed in the annual report and accounts.FinancialPrinciple 2 Companies should have appropriate measures and systems in place to ensure that they know which activities and competencies contribute most to maximizing shareholder value.Principle 3 Companies should ensure all investment plans have been honestly and critically tested in terms of their ability to deliver long-term shareholder value.Principle 4 Companies should allocate capital for investment by seeking fully and creatively to exploit opportunties for growth within their core businesses rather than seeking unrelated diversification. This is particularly true when considering acquisitive growth.Principle 5 Companies should have performance valuation and incentive systems designed cost effectively to incentivise managers to deliver long-term shareholder value.Principle 6 Companies should have an efficient capital structure which will minimise the long-term cost of capital.StrategicPrinciple 7 Companies should have and continue to develop coherent strategies for each business unit. These should ideally be expressed in terms of market prospects and of the competitive advantage the business has in exploiting these prospects. The company should understand the factors which drive market growth，and the particular strengths which underpin its competitive position.Principle 8 Companies should be able to explain why they are the “best parent” of the businesses they run. Where they are not best parent they should be developing plans to resolve the issue.Social，ethical and environmentalPrinciple 9 Companies should manage effectively relationships with their employees，suppliers and customers and with others who have a legitimate interest in the companys activities. Companies should behave ethically and have regard for the environment and society as a whole.Principle 10 Companies should support voluntary and statutory measures which minimise the externalization of costs to the detriment of society at large. Strategic expectationsBusiness unit strategyPrinciple 7 Companies should have and continue to develop coherent strategies for each business unit. These should ideally be expressed in terms of market prospects and of the competitive advantage the business has in exploiting these prospects. The company should understand the factors which drive market growth，and the particular strengths which underpin its competitive position. Long-term shareholder value requires the generation of return well into the future. Todays financial accounting returns are often an inadequate predictor of future prospects for shareholder value. This is particularly true for businesses which are highly cyclical or where new investment takes many years to pay back. For this reason，if shareholders are to assess the degree to which a company will generate long-term value，they will need to understand the strategy of its businesses. It is business strategies，quite as much as balance sheet assets，that shareholders invest in.As with measuring financial returns，it is important that，as shareholders，we define what we consider to be an adequate strategy. We believe an appropriate requirement is that boards should be able not only to discuss the goal of strategy，but also the method by which that goal is to be achieved. Critical to describing the method is a clear understanding of (i) the demands and the dynamics of the market，and (ii) the businesss competitive advantage in terms of，for example，consumer value，cost or access，which allow it to maintain a superior return to other competitors within the market. A base case assumption must be that if a business has no competitive advantage，it is difficult to see why，over a number of years，it will be able to sustain a superior return，and hence generate long-term shareholder value. In assessing competitive advantage，a company should be able to explain what particular strengths or resources it has access to，which allow it to maintain the advantage. A company may have a cost advantage which derives from scale，factor costs，brands，technology or a combination of many of these and other features. (These are often referred to as core competencies). The greater the competitive advantage which a company enjoys，the higher should be its profitability relative to other industry participants.In asking that companies express themselves in this way，we are not seeking to limit the methods by which strategies are created. We are well aware that in good businesses，strategy development is a creative and intuitive activity，subject to organisational，cultural and personal influences，as well as to analytical inputs. We would never wish to stifle this creative process. However，if shareholders are to be able to understand，and from time to time to challenge，the way in which the companies they own are managed，then there is the need for some minimum expression of the strategy and the competitive advantage which underpins it. It is therefore an essential requirement that management is able to describe a coherent strategy for each of the businesses they are in.Corporate strategy Principle 8 Companies should be able to explain why they are the “best parent” of the businesses they run. Where they are not best parent they should be developing plans to resolve the issue. What is true at business unit level is equally true at corporate level. Many larger quoted companies participate in a number of different businesses，whether these are defined by market，product or activity. In each case it is essential，if the corporate goal is to generate long-term shareholder value，that the board can explain why it is the best parent of any subsidiary company it owns. If a business would generate greater value if it were independent，or managed by another corporate body，then the board should consider plans to divest it.ConclusionIn this document Hermes has explained what we expect from the companies we invest in. This has implications for financial returns，for strategy and for the wider responsibilities of businesses. We trust that，in our joint enterprise with companies，these principles help set a framework for what companies should expect from responsible investors. We believe that companies with concerned and involved shareholders behaving as owners are more likely to achieve superior long-term returns than those without.We hope that this creates both a constructive platform for communication and dialogue，and a basis on which it is appropriate for shareholders to discuss and question management behaviour. We believe most businesses in this country do seek to achieve these goals，and do so through a system of corporate governance which meets our governance standards. Management of companies which are run in the long-term interests of shareholders can be confident of Hermes support，including the expectation that we will support them in a hostile takeover situation and in raising capital.In drawing up these expectations for companies，we are not seeking to limit management scope or creativity. Still less are we seeking to micromanage companies. The disciplines we have outlined are the natural disciplines we would expect of companies which seek to maximise long-term value for their shareholders.At all times Hermes stands ready to discuss these expectations with companies. If there are circumstances where they are too rigid we will of course be flexible in responding to particular circumstances. But，barring those specific occasions，we do expect companies to seek to exercise the disciplines we have outlined. For most those disciplines will already be in place. Others will seek to introduce them. Those companies which do not meet our expectations should anticipate that，as engaged owners on behalf of our clients，we will wish to pursue why they have failed to do so.A corporation is a joint enterprise between its providers of capital and those boards who manage the business. It cannot be right that investors in companies have neglected to behave like owners and instead appear more like spectators observing events without any sense of being able to help