外文翻譯--知覺變異和有關(guān)品牌延伸推論

1、<p><b>　　畢業(yè)論文外文翻譯</b></p><p><b>　　一、外文原文</b></p><p>　　標題：Perceived Variability and Inferences about Brand Extensions</p><p>　　原文：Recent research on cons

2、umer reactions to brand extensions has focused on the judgmental effects of the match between the attributes, benefits, and uses of established versus new products sharing the same brand name. The present experiment exte

3、nds this research by investigating the effects of two types of perceived variability on consumers'inferences about brand extensions: (a) the perceived variability of a firm's current offerings, and (b) the percei

4、ved variability of brands in an entry cate</p><p>　　A great deal of recent research has focused on the concept of brand equity, which refers to the value added to a product by a brand name (Farquhar 1989; Le

5、uthesser 1988). A successful brand name is strongly associated with concepts designed to (a) enhance the perceived value of a product, and (b) differentiate a product from competitors' offerings. However, building a

6、successful brand name requires the commitment of a large pool of resources for an extended period of time (Park, Jaworski, and Ma</p><p>　　Because organizations have limited resources, risks and costs must b

7、e managed in an efficient manner. One way to manage risks and costs is through brand leverage, which refers to the use of s. successful, established brand name to facilitate entering new markets. This can be achieved by

8、attaching the established brand name to a new offering in either the same (a line extension) or a new (a brand extension) product category. Extending a strong brand name should result in easier and wider acceptan</p&g

9、t;<p>　　Recent research on consumer acceptance of brand extensions has focused primarily on the effects of the categorization process on judgment and choice (for reviews of the categorization literature, see Alba

10、and Hutchinson 1987; Cohen and Basu 1987; Sujan and Bettman 1989). Several studies have shown that judgments of original brands are generalized to judgments of new branas only when there is a good match between the attri

11、butes, benefits, and uses of parent and new brands (Aaker and Keller 1990; </p><p>　　Although the degree of similarity between new and parent brands is clearly an important mediator of consumer response to e

12、xtensions, other factors are likely to be important as well. We suggest that some parent brands provide greater leverage than others, and that some new product entry categories are more receptive to extensions, even when

13、 one controls for similarity. Specifically, we focus on two new variables that should influence consumer response to extensions: the perceived variability of </p><p>　　Perceived Variability and the Generaliz

14、ation Process</p><p>　　Why do people make sweeping generalizations on the basis of limited evidence, in some cases, whereas in others, they fail to generalize even when extensive evidence is available? In ad

15、dressing this issue, it becomes immediately apparent that other factors besides perceived similarity are also likely to infiuence the generalization process. Theories of categorization must address not only the abstracti

16、on and use of distributional knowledge such as knowledge about the central tendency of category </p><p>　　For example, social judgment research has shown that generalization is greater when perceived variabi

17、lity on a target dimension is low, as opposed to high (Linville, Fischer, and Salovey 1989; Nisbett, Krantz, Jepson, and Kunda 1983; Park and Hastie 1987; Quattrone and Jones 1980). That is, when perceived variability is

18、 low, the observed characteristics of one individual is attributed to all members of the individual's social category ("you've seen one, you've seen them all"). Because perception</p><p&g

19、t;　　Perceived Variability of a Parent Brand's Current Offerings</p><p>　　Some firms attach a single brand name to a wide variety of products in several different categories. Other firms use one brand nam

20、e for one current offering. Henceforth, tJiese end-points of the breadth continuum will be referred to as umbrella vs. niche brands, respectively. Because there are advantages and disadvantages associated with each of th

21、ese ilternatives, strategy selection calls for an analysis of costs and benefits.</p><p>　　One advantage of the umbrella strategy is that the miuufacturer is likely to be perceived as having a wide variety o

22、f strengths and skills in several different product categories. Such a firm may be perceived to have the requisite knowledge and skills for entering new markets, and, consequently, brand extensions should seem legitimate

23、. A firm adopting a nichi strategy, on the other hand, may be perceived to possess highly specialized knowledge and skills tliat cannot be transferred readily to ne</p><p>　　Of course, an umbrella firm runs

24、the risk of being perceived as a "jack-of-all-trades" (master of none); further extensions into new markets support and strengtlien this perception. Moreover, images and values associated with a brand name beco

25、me more iinbiguous and more diffuse as extending increases (Ries and Trout 1981). In contrast, a niche firm can more readily build a strong brand name by linking it to unambiguous concepts that clearly differentiate the

26、offering. </p><p>　　Perceii-ed Variability of Existing Brands in the Entry Categcry</p><p>　　Some product categories may be more receptive to new brands than others. When perceived variability o

27、f an entry category is low, category members should be perceived as undiffc;rentiated; new brands entering this category should be perceived as legitimate (e.g., if everyone else is doing it, you can, too), but not reall

28、y new or exciting. Conversely, when perceived variability is high, ihere is "room" for extensions, but generalization is difficult and consumers may be unable to make predictions </p><p>　　Research

29、 Propositions and the Experimental Design</p><p>　　Inferences about brand extensions should be affected by these two types of perceived variability: (a) the perceived variability of a firm's current offe

30、rings (i.e., umbrella vs. niche brands), and (b) the peiceived variability of extant brands in an entry category. Perceptions of variability may be formed for several different dimensions of an existing categoiy. We focu

31、sed on one key dimension: perceived quality. Quality judgments of parent brands should generalize more readily to brand extensio</p><p>　　To investigate the role of perceived</p><p>　　variabilit

32、y in consumer inference, an experiment was conducted in which brand name and new product concept information was manipulated. Subjects received either an umbrella brand name, a niche brand name, or no brand name, paired

33、with concepts for six different packaged goods (i.e., the entry categories). On the basis of idiothetic ratings (Jaccard and Wood 1986), the entry categories were split into high and low perceived variability groups. Hen

34、ce, a 3 (umbrella, niche, or no brand name [betwec</p><p>　　DISCUSSION </p><p>　　Together,the quality inference,causal inference,an dconditional inference data suggests that brand extension can

35、 tarnish global evaluations of a parent brand. Even when favorably-evaluated parent brand name are paired with favorably-evaluated brand ixtensions, a less favorable overale impression of the parent brand can result. Fur

36、thermore,tliis negative reaction seems more pronounced for umbrell a brand. Thus, an umbrell a brand does not automatically provide more leverage than a niche brand. Wh</p><p>　　The result also imply that th

37、e perceived variability of brands in an entry category is an important moderator of consumers initial inferences about I new offering.When perceived variability is high,jeneralization is difficult and consumer tend to fo

38、rm conservative, moderate judgements. In contrat, when the perceived variability of existing products in an entry category is low,there appears to be iome opportunity for brand leverage.</p><p>　　Why is

39、 the brand extension strategy so difficult to manage? To address this complex issue,we should consider the multiple inferential

40、60;implications of brand name information.When the brand name is unknown,consumers are unable to determine if a given new product&

41、#160;extends an existing product line or if the new product is the firm's only offering. In contrast,when the brand name&

42、#160;is known. Less extreme unique skills and more extreme copy cat attributions tend to be formed. If a new product is&

43、#160;not perc</p><p>　　Future research should attempt to replicate the findings form this project using a more generalizable se

44、t of umbrella that and niche brands (we employed only two brands ). Although we attempted to select entry categories tha

45、t were equally applicable to both parent brand,more rigorous controls for similarity or fit between parent and extended brands

46、0;are needed. Future research should also examine consumer response to line and brand extensions using different parent brand name

47、s and different entry</p><p>　　Source: Kardes, Frank R.; Allen, Chris T.. Advances in Consumer Research, 1991, Vol. 18 Issue 1, p392-398, 7p, 4 Charts</p><p><b>　　二、翻譯文章<

48、/b></p><p>　　標題：知覺變異和有關(guān)品牌延伸推論</p><p>　　譯文:消費者對品牌延伸反應(yīng)的最新研究，表明消費者已經(jīng)對使用同品牌名稱的新產(chǎn)品的判斷產(chǎn)生了影響，這就就好比一場在屬性，收益，用途等方面的競爭。本實驗擴展了消費者在品牌延伸推論方面對兩種知覺變異類型的效果的研究：①對一個公司的現(xiàn)有的產(chǎn)品知覺變異；②對品牌條目類別的認知變化，包括對品牌延伸后的資產(chǎn)的推論，對有

49、關(guān)制造商進入新產(chǎn)品的原因的類別的測定，對該公司推出的品牌延伸判斷的推論反響進行審議，對產(chǎn)品管理的結(jié)果的意義進行了討論。</p><p>　　最近的大量研究都集中在品牌權(quán)益。品牌權(quán)益是指品牌給產(chǎn)品帶來的價值增值。（Farquhar 1989; Leuthesser 1988）的產(chǎn)品概念。一個成功的品牌名稱是和它的概念強烈相關(guān)的，它的設(shè)計是為了加強產(chǎn)品的認知價值和區(qū)分競爭對手的產(chǎn)品。但是，建立一個成功的品牌需要從長遠

50、角度去準備大量的資源（Park, Jaworski,和Maclnnes 1986）。 由于組織資源有限，風險和成本管理必須以一種有效的方式去管理。管理風險和成本的一種方法是通過品牌的杠桿作用，通過把已經(jīng)建立的品牌附加到一個新的產(chǎn)品，可以是相同的（一線延伸）或一個新的（品牌延伸）產(chǎn)品類別，從而得到實現(xiàn)。品牌的杠桿作用是指的使用已經(jīng)成功建立的品牌名稱進入新的市場。一個知名品牌的延伸可以導致更容易和更廣泛地被消費者和經(jīng)銷商接受。

51、 消費者對品牌延伸接受程度領(lǐng)域的最新相關(guān)研究主要集中在消費者對產(chǎn)品的判斷與選擇這個過程的影響（Alba and Hutchinson 1987，Cohen and Basu 1987; Sujan和Bettman 1989）。一些研究表明，只有當原品牌與新品牌在屬性、利益與用途</p><p>　　例如，社會判斷研究表明，當目標的知覺變異性低而不是高時，推廣則更能顯示出它的強大性（Linville, Fis

52、cher, and Salovey 1989; Nisbett, Krantz, Jepson, and Kunda 1983; Park and Hastie 1987; Quattrone and Jones 1980）。也就是說，當知覺變異性低，消費者所觀察到的特點是歸因于個體社會的所有成員（“你看到其中一個，你就看到了全部”）。由于消費者對變異的看法比對不熟悉或抽象的類別反應(yīng)低（如外組），所以，應(yīng)該把更大的推廣放在對陌生和抽象的

53、類別上。</p><p>　　母品牌的現(xiàn)有的產(chǎn)品的知覺變異</p><p>　　一些公司對幾個不同類別的多種產(chǎn)品使用同一個品牌而另一些公司對一個產(chǎn)品使用一個品牌。此后，產(chǎn)品間最終的廣度連續(xù)點將被稱為傘主場迎戰(zhàn)利基品牌。因為這些與產(chǎn)品類別相關(guān)的優(yōu)勢和劣勢，策略選擇需要進行成本和效益分析。 傘策略的一個優(yōu)勢是，制造商可能被視為在多種不同類別的產(chǎn)品具有非常廣泛的各種長處和技能。可能這樣

54、的企業(yè)才會被認為有必要的知識和技能去進入新市場，它的品牌延伸也應(yīng)該是合法的。甲公司采用立基戰(zhàn)略，也許會被認為擁有高度的專業(yè)知識和技能，然而不能被輕易轉(zhuǎn)移到新的市場。 當然，運用傘策略的公司的運行風險被視為一種“全行業(yè)的自升式”（不控制的方式），即對新市場的進一步延伸是支持和加強新市場的這種看法。此外，一個品牌的圖像和價值的聯(lián)系作為品牌延伸的增量變得分散（里斯和特勞特1981）。相比之下， 利基公司可以通過毫不含糊的概念，明確區(qū)

55、分與競爭者的產(chǎn)品，從而更容易地建立強大的品牌。 現(xiàn)有品牌在條目類別的覺察變焦鏡頭變異某些產(chǎn)品類別的新品牌可能比類別人更容易被消費者接受。當知覺條目分類變異性低，分類的成員應(yīng)被視為無差別的和可獲利的，亦或是新品牌進入這一類別應(yīng)視為是合法的（</p><p><b>　　討論</b></p><p>　　總之，質(zhì)量推理，因果推理，條件推斷三者的數(shù)據(jù)表明品牌延伸會

56、損害母品牌的全球評價。即使品牌延伸的評估是有利的，也可能導致母品牌較差的外在印象。此外，負面反應(yīng)似乎更可以反應(yīng)傘主場品牌。因此，一個傘主場品牌不比立基品牌能提供更高水平的不自動影響力。當母品牌延伸得太遠，額外的擴展會對母品牌的判決產(chǎn)生負面影響。 這個結(jié)果同樣也意味著條目類別的品牌知覺變異對消費者的初步推論是重要的。當知覺變異性高，消費者認可是困難的，消費者往往形成保守，溫和的判斷。相反，當現(xiàn)有產(chǎn)品的條目類別變異性低時，將會出現(xiàn)品

57、牌杠桿的機會。  為什么品牌延伸策略如此難經(jīng)營?對于這個復雜的的問題，我們應(yīng)該考慮品牌名稱的推理的多重含義。當品牌為被大家認可時，消費者無法確定新產(chǎn)品是延長了現(xiàn)有產(chǎn)品的生命線還是創(chuàng)造了一個新產(chǎn)品。相反，當品牌被消費者認可，則將會形成更少的高端獨特技能和更多的盲目模仿者。如果新產(chǎn)品不是被被消費者感知為是自然銜接之前的產(chǎn)品時，它可能被人視為一個雜牌(因為生產(chǎn)廠家可能缺乏必要的經(jīng)驗去開發(fā)一個馳名品牌)，或開發(fā)證券市場短線機會