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说起大名鼎鼎的“飘柔”、“海飞丝”、“潘婷”等洗发水品牌,人们的脑海里往往会与“宝洁”联系在一起。作为世界性的日用品巨头,宝洁几乎在宣传其所有的产品时,都会加上“宝洁公司优质产品”的字句。相比之下,同是日化大腕的法国欧莱雅,则把旗下的兰蔻、赫莲娜、碧欧泉、植村秀、羽西、小护士等品牌进行分离式的独立宣传。显然,同样作为品牌延伸的策略,宝洁和欧莱雅走的是完全不同风格的路线。作为世界上少数几个运用品牌延伸战略较为成功的企业,宝洁所奉行的“母子品牌”的延伸路线并没有完全地遵循传统法则,而是在此基础上进行改良和创新。那么,在激烈的市场竞争中,“母子品牌”的行销路线应该如何开展?在运用该策略的过程中,应该如何规避风险的产生?
Speaking of the famous “Rejoice”, “Haifeisi”, “Pantene” and other shampoo brands, people’s minds are often associated with “P & G”. As a global commodity giant, Procter & Gamble will add “P & G’s high-quality products” in almost all of its products. In contrast, L’Oreal of France, which is also the biggest company in daily life, carries out separate and independent publicity for its Lancome, Helena, Biotherm, Shu Uemura, Yue Sai, and Little Nurse brands. Obviously, as a brand extension strategy, P&G and L’Oréal take a totally different style. As one of the few companies in the world that has used the brand extension strategy more successfully, the extension route pursued by Procter & Gamble does not completely follow the traditional rules, but on this basis, it carries out improvements and innovations. Then, in the fierce market competition, how should the mother and son brand’s marketing line be carried out? How should risk be avoided in the process of using this strategy?