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1、標(biāo)題：Integratedbrandbuildingusingbrandtaxonomies原文：IntrodutionTheprocessofbuildingandsustainingbrandsischanging.Untiltheearly1990s,itwasanactivityprimarilyundertakenbyjuniorbrandmanagers,whofocussedontactics,regardedtheirpostsasgoodtraininggroundsandmovedonafterashorttenure(LowandFullert
2、on,1994).Withharsherenvironmentsforcingfirmstoworkhardertogrowprofits,ashiftisoccurringinthewayfirmsareorganizedforbrandmanagement(George,etal.,1994).Firmsarerestructuringaroundcustomersandtheprocessesthataddvaluetocustomers’consumptionexperiences.Thisisresultinginbrandmanagementbecomi
3、ngmoreofateam-basedactivity,managedatmoreseniorlevelsbypeoplewhoadoptamorestrategicperspective.Thestrengthofthisisthatabroadspectrumofskillscanberichlyfusedtoaddressthemyriadofcompany-wideissuesthatneedcoordinatingwhenimplementingbrandstrategy.However,becauseofteammembers’diversebackgr
4、ounds,thereisagreaterlikelihoodofdifferinginterpretationsaboutthenatureoftheirbrand(Assael,1992).Inthesesituationsfirmsmightnotbegainingmaximumbenefitfromharmonizingalltheactivitiesacrosstheirvaluechains,sincedifferentdepartmentsmaynotbeworkingtowardthesamegoal(cf.MintzbergandWaters’(1
5、982)formulatedversusrealizedstrategy).Asthispapershows,differentcategoriesofbrandsneedmanagingindifferentways.Unlessallmembersofthebrand’steamfullyappreciatethetypeofbrandtheyaremanaging,theymayindividuallybemakingincorrectassumptionsabouttheworktheirdepartmentshouldundertake,resulting
6、insuboptimalefficiency.Forexample,oneorganizationlaunchedasuccessfuldrinksbrandandafewyearslaterthendevelopedavariantwhichhadamoreup-marketpositioning.Thenatureofthisnewbrandvariantwaspoorlycommunicatedinternally,andbecauseofthis,someofthenationalaccountssalesteamadoptedaninappropriate
7、policyofpricediscountingtogaindistributionthroughsomeofthemajorgroceryretailers.Whenthefirmundertookanaudittoassessthevariant’spoorperformancetheyrecognizedtheneedforabrandtaxonomythatfacilitatesinternalcommunicationaboutthenatureoftheirdifferentbrands,andwhichhelpsdevelopamorecohere
