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1、品牌戰(zhàn)略管理之一讓傳統(tǒng)品牌管理走開!（Oneofthebrandstrategicmanagementoftraditionalbrandmanagementletgo!）Headwindordownwind?Forashipsailingblindly,anydirectionofthewindcanonlybeupwind.However,ourbrandmanagerpeoplearenotawareoftheirownwindsail,notworthmentioningthedifferencetheytalkedaboutinthebrandimage,ind
2、ependentbrandsandsinglebrandebulliencemeritsofthedebate,theybelievethatthisistheessenceofbrandmanagement.However,brandisacoreresource,andresourcesareboundtoproducestrategy,soonlyfromtheheightofstrategicmanagementcanwereallydoagoodjobofbrandmanagement.First,whoisthebelltollsofthetraditiona
3、lbrandmanagement?AlthoughthetraditionalbrandmanagementmodelrepresentedbyProcter&Gamblehasbeenpopularallovertheworldfordecades,ithasalsomadethebrandmanagementeffective.Butasthemarketbecomesmoreandmorecomplex,increasingcompetitivepressures,themediachangeddramatically,especiallytheemergenceo
4、fdiversifiedbrand,brandextensionandothercomplexproblems,thetraditionalbrandmanagementisbecomingmoreandmorefeeble,too.1,tacticalguidance.Theformulationandimplementationoftraditionalbrandmanagementisnotinvolvedinthebusinessstrategy,notonlymakesthebusinessstrategytosupporttheformationofthebr
5、and,maketheirtacticswereconfinedtoacorner,canonlyreachamaximumlevelofmarketingandcommunication,toestablishlong-termsustainablecompetitiveadvantageforthebrand.2,brandmanagementorganization,thetraditionalbrandmanagementdepartmentalthoughbeartheresponsibilityofbrandperformance,butonlyacoordi
6、nationdepartment,otherdepartmentshavenoinfluenceonthebrandoperationcommand,hastheresponsibilitytomaketheoperationofthebrandeffectisbad.3,narrowpattern.Thetraditionalbrandmanagerviewconfinedinasinglebrand,singleproductandmarket,internalbrandcommunicationisoftenneglected,whichmakesthebrandn
7、otonlylackofability,moreoftenbecauseofcompetitionforresourcesandcannibalism.Atthesametime,traditionalbrandmanagersrarelydealwithbrandextensionandbrandstructure,whichisthekeytothepromotionofbrandequity.4.Shorttermdrive.Thetraditionalbrandmanagementtofocusonsalesandma
