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1、标题:Corporatebrandreputationandbrandcrisismanagement原文:Forsomeyears,thewhat,why,andhowofrecognisingandaddressingbrandcrisis–particularlycorporate/organisationalbrandcrisis–hasoccupiedmyresearchattention(notetoreader:“corporate”and“organisational”areusedinterchangeably).Numerouscorporatea
2、ndnon-profitentitieshaveprovidedpublicclinicalexperiencesofconfrontingseriousreputationalcrises.ExamplesoverrecentdecadesincludeExxon(theValdezoilspillincident),UnionCarbide(theBhopalexplosion),Perrier(benzenetraces),Tylenol(deathsfromtaintedpills),theUSCatholicChurch(priestsexabuse),Ma
3、rthaStewartOmniMedia(executivemisbehaviour),ArthurAndersen(accountingscandals),theInternationalOlympicCommittee(briberyissues),andmanyothers.Allfacedthreatstotheirbrandsfromdeteriorationinconsumerandbusinesscustomerapprovalandfromdeclineinpublictrust.Whilesomeweremoreproductbrand-rooted
4、(e.g.Tylenol),allfoundtheircorporatebrandaffected,andeffortstorescuethebrandwereundertakenatthecorporatelevel(e.g.JohnsonandJohnsonforTylenol,marketedbyJ&J'sMcNeilLaboratoriesUnit).Thustheseincidentsprovidearichsourceofinsightintothecorporatebrand.Theyillustrateakeydimensionofcorporate-
5、levelmarketing.“Canweasaninstitution,havemeaningful,positiveandprofitablebilateralon-goingrelationshipswithcustomersandotherstakeholdergroupsandcommunities?”.Thatwasacentralquestionofanorganisation'scorporate-levelmarketingorientationposedbyJohnBalmerandmyselfinourtreatmentofanintegrate
6、dapproachtomarketingattheinstitutionallevel(BalmerandGreyser,2006).Weheld(amongotherpoints)thatcorporatemarketingisindeedaboardroomandCEOconcern.Inreflectingoncorporateidentityandreputationintimesofbrandcrisis,onerecognisestheimportanceofcorporate-wideorientationandtheresponsibilityofth
7、eCEOandcompany-widemanagers.SourcesofreputationaltroubleLetmeofferananatomyofthekindsofreasonsbrandscanbeinreputationalcrisis,howtoknowthatthesituationisserious,andwhatstepscompaniescantrytotaketopreventorifnecessarytoovercomesuchcrises.Reputationaltroublescancomeinmanyforms,fr