本科毕业设计(论文)开题报告题目：品牌竞争力研究课题类型：科研□论文□模拟□实践□***名：**学号： **********专业班级：工管041系别：管理工程系指导教师：何治国(讲师)开题时间： 2008年3月 9 日2008 年 4 月 10 日一、论文的内容及研究意义1、研究意义自20世纪90年代以来，我国市场竞争出现了以下几个方面的变化：一是由以供不应求为主要特征的卖方市场转变为供过于求的买方市场，在买方市场上，消费者的品牌意识不断增强，品牌成为消费者选择商品的重要依据；二是随着中国加入世界贸易组织，国内与国际两大市场接轨，导致中国品牌不仅要在国内市场上与跨国公司品牌竞争，而且要在国际市场上与其竞争；三是跨国公司纷纷以直接投资和倾销产品的方式进入我国市场，凭借其资本、技术和品牌优势，对我国企业展开了强大的竞争攻势，从而使简单的商品竞争进入到品牌竞争，人们开始关注品牌。

可以说中国已进入品牌竞争时代。

中国自2001年加入世界贸易组织以后，开始逐步融入世界经济体系，正在逐步发展成为制造业大国，很多工业品的产量已经位局世界前列，然而中国品牌与外国品牌相比存在很大差距。

具体表现在：一，中国还没有世界名牌。

中国还没有一个品牌能与可口可乐、百事可乐、雀巢、万宝路、索尼、松下等国际名牌相抗衡，多年来，国际上权威的评估机构多次评估国际驰名商标，但没有一个是中国的；二，中国品牌的资产价值与外国品牌相比差距较大。

从品牌价值来看，近年来，在世界最有价值品牌前十名中，中国依旧榜上无名。

因此，研究如何提高中国产品的品牌竞争力，不断提高中国品牌的资产价值，使之成为世界品牌并在国际市场上争雄，就是一个非常有价值的研究课题。

2、论文的内容论文分为四个部分，第一部分是品牌竞争力概述，对一些基本概念如品牌、品牌竞争、品牌竞争力等进行界定,并阐述品牌效应。

在第二部分里,对品牌竞争力的来源作具体分析.将品牌竞争力的研究植根于企业运作系统中，而企业的运作系统有企业内部系统和企业外部系统，因此，品牌竞争力有内部来源和外部来源，其中品牌竞争力的内部来源是关键。

第三章说明我国企业品牌竞争力的现状与存在的问题, 主要是品牌价值较低,与世界品牌相比有很大差距,缺乏科学的品牌运营观,管理体制僵化,技术创新能力较弱等.最后，针对我国企业品牌竞争力的现状, 对应品牌竞争力的内、外部来源,从政府与企业两个层面分别提出相应的对策。

二、论文研究现状和发展趋势国内外关于品牌理论的发展取得了显著成果。

国外主要以科特勒和凯勒为首在品牌的概念，特征和品牌战略等理论上做出巨大贡献。

国内的研究中，对品牌竞争力的研究最为显著的是张世贤和李光斗的研究。

值得一提的是，在对品牌竞争力的研究中，国内的研究比国外更为具体。

国外的学者只是从竞争理论方面阐述了品牌竞争力，但是就其整个理论的框架没有形成，也没有成熟完善的关于品牌竞争力评价理论。

就品牌理论整个现状而言，也存在着局限性，比如没有深入讨论网络时代的品牌问题；没有对品牌运作的具体环境和适用范围进行有针对性地分析；主要讨论了个人消费品市场制造商品牌问题，而忽视了讨论中间商品牌问题。

在对品牌竞争力的概念分析时，众说纷纭，没有统一。

目前还没有形成一个权威的品牌竞争力的评价体系。

国外的研究动态对企业的品牌竞争力，国外许多学者多提出了自己的见解。

营销学家菲利普•柯特勒所下的定义：品牌就是一个名字、称谓、符号和设计的总和，其目的是要使自己的产品或服务区别于竞争者。

而品牌的功能就是减少人们在选择产品时所花费的比较与分析货品的精力。

英国学者Do llar David以及科特勒则从竞争力的表层意义入手,提出“竞争力是指企业生产高质量、低成本的产品”,“是比竞争者更有效率地满足消费者的需求”,阐述了竞争力要通过企业的产品优势和市场认定优势反映出来。

前世界经济论坛常务理事长葛瑞理教授认为:所谓竞争力,就是“企业和企业家设计、生产和销售产品和劳务的能力,其产品和劳务的价格和非价格特性比竞争对手更具有市场吸引力”。

该定义将竞争力的结果归结为比对手具有更大的市场吸引力,即竞争力的效果最终体现在市场上。

新加坡的品牌管理顾问、学者Paul Temoral博士曾经提出一个鲜明的观点,未来竞争优势来自于以客户为中心的组织,而不是市场营销。

品牌就等于客户,拥有客户才意味着拥有品牌,对不同的顾客采用不同的服务策略,维持对企业最有价值的顾客,通过尽可能满足每个客户的特殊要求,特别是重要客户的要求,建立起长期稳定的客户关系,提高客户的满意度和利润贡献度,给企业带来忠实和稳定的客户群,从而提高竞争力。

Enter prise IG公司CEO Mike Murphy这样认为:你的客户就是你的品牌,品牌是一种感觉,是存在于人们心中的一个无形资产,而不是产品本身。

消费者越来越倾向于购买产品的附加值。

国内研究动态国际市场的普遍规律是：20％的强势品牌占据着80％的市场。

这一规律同样适用于中国，未来的市场趋势将是：弱者更弱，强者更强。

而判定强弱的标准，很大程度上取决于企业的品牌。

同时，随着国际品牌加入中国市场竞争，中国企业亲眼目睹可口可乐、麦当劳、IBM、Sony等世界一流品牌，挟品牌之雄风横扫天下，如入无人之境，在惊诧、感叹之余，一些有识之士纷纷拿起品牌的武器，与之抗衡。

邴红艳认为品牌竞争力是品牌在竞争的环境中,为谋求企业长远发展,通过对自身可控资源的有效配置和使用,使其产品和服务比竞争对手更好更快地满足消费者,为企业提供超值利润的能力。

她用波特模型分析我国的品牌竞争发现,从20世纪90年代以来,外国品牌作为潜在或直接的竞争对手进入我国市场对我国品牌竞争力影响很大,必须予以足够的重视，而且我国巨大的市场潜力要求我们重视品牌的发展，增强品牌的竞争力，促进企业的发展等。

陈锦华说:“我国企业要更好的参与世界竞争,必须重视创建和发展一批国际知名品牌,品牌体现一个企业的素质、信誉和形象,也体现一个民族的素质和一个国家的形象,创建和发展品牌是企业长久不衰,保持市场生命力的最有效手段,中国企业家要认识品牌,锲而不舍地发展品牌。

”入世以后,最终决定中国企业品牌命运的不是价格,不是产品,也不是跨国竞争者,而是我们自己。

李光斗指出，品牌竞争力乃企业的核心竞争力,品牌竞争力的核心力、市场力、忠诚力、辐射力、创新力、生命力、文化力、和领导力的八个结构层次，乃至对国家品牌竞争力与城市品牌竞争力的延伸深入研究。

三、论文研究方案及工作计划1、论文研究方案引言第1章品牌竞争力的概述1.1 基本概念1.2 品牌效应第2章品牌竞争力的来源2.1 品牌竞争力的来源分析2.2 品牌竞争力的内部来源2.3 品牌竞争力的外部来源第3章我国企业品牌竞争力的现状与问题3.1 我国企业品牌竞争力的现状3.2 我国企业品牌竞争力存在的问题第4章提高我国企业品牌竞争力的对策研究4.1 构建有利于品牌竞争力提高的政府政策体系4.2 提高品牌竞争力的微观对策结论与展望致谢参考文献3、工作计划3月3日-15日确定论文选题并查阅相关资料3月16日-4月10日撰写开题报告4月11日-6月20日论文的撰写6月21日-27日论文的装订，答辩小组内评阅6月28日-29日论文答辩4、工作重点与难点及拟采用的途径本论文的难点是研究品牌竞争力的理论基础，目前国内外在此方面的研究尚未形成较为统一的体。

重点是根据品牌竞争力的理论基础和我国企业品牌竞争力的现状提出相应的对策.需要查阅大量的书籍文献,并与导师深入沟通,综合运用经济学、管理学、心理学、社会学等多方面的知识,并采用比较分析法、实证分析法等多种方法加以研究.四、主要参考文献1. 陈宝忠. 我国企业品牌竞争力研究[D]. 南昌大学, 20052. 王明昊. 提升我国企业品牌竞争力对策研究[D]. 长春理工大学, 2006.3. 许基南. 品牌竞争力研究[D]江西财经大学, 2004.4. 孙苏. 提升中小企业品牌竞争力的研究[D]. 西安电子科技大学, 2007.5. 朱建忠.试论我国企业的品牌战略.[J].机械管理开发，20026. 陈景华.中国发展问题报告[M].中国社会科学出版社，2002.[2]7. 张英奎 ,刘莹. 品牌延伸新战略[J]企业研究, 2004,(01).8. 沈占波. 品牌竞争力的理论基础分析[J]商业研究, 2005,(22).9. 季六祥. 我国品牌竞争力的弱势成因及治理[J]财贸经济, 2002,(07)10. 李干洋. 略论品牌的核心竞争力[J]广东省经济管理干部学院学报, 2002,(03).11. 保罗，品牌的力量，[M] 中信出版，200012. 达勒桑德罗.大卫，品牌战：创建有竞争力品牌的十大原则，[M] 企业管理出版社，200113. 诺克斯.西蒙，价值竞争：在品牌价值和消费者价值之间架起桥梁，[M] 北京出版社，2001斯图伯特14. 唐波拉尔，创建新经济时代强势品牌，[M] 机械工业出版社，2002英文文献Improving the competitiveness of enterprises tacticsArmstrong , Huaxia Publishing House, 2004The level of competitiveness of products does not depend entirely on the quality of the product itself is good or bad, i there are many technical lead, nexpensive, and also facilitate the use of the product in the market did not achieve the expected proceeds when some enterprises will be able leadership position after the second-line business is not doing nothing. Affect the competitiveness of products a number of factors, as long as they are able to in a number of ways, or even to establish a superiority in the market can occupy the position can not be ignored.1. Brand pullConsumers in the face of competition, brand competition has increasingly become a marketing management in the core content. Particularly in the situation of the same products under the brand is the best way to form a differentiated advantage places.Not only the final consumer-oriented products need to build brand, the industrial chain of intermediate products should also be possible in the final where consumers set up their own brand, and then through the final consumer “pull” and to increase the downstream manufacturers negotiating capacity . For example, Intel’s chips, DuPont “Lycra,” all through the final consumers where to build strong brand position, and thereby strengthened the bargaining power of manufacturers, in the entire supply chain in a leadership role.2. Products through the formation of monopoliesThe monopoly, the monopoly is the largest commercial value. Monopolistic enterprises can always be to their own products to a high price, according to their own needs and development of new products, can be less concerned about consumer demand. Microsoft is the most typical, windows98, the Microsoft operating system there is hardly anything worth mentioning innovation, but this does not preclude Microsoft is more than 90 per cent market share and 86% of the profits, that is, monopoly power.In most cases, enterprises, it is hard to achieve monopoly, but it could be the pursuit of “monopoly power.” Cisco, for instance, in the network communications market, Galanz in a microwave oven market, Intel in the computer chip market, the new distributors in the regional market, SuperTerminal in the city retail market, relying on the “monopoly power” of the largest enterprises can at least guarantee the safety operation, but also the pursuit of higher profits.3. Intellectual property rights and technical standardsIn a market economy the early success of the great majority of Chinese enterp rises to make use of all sectors of China’s enormous market opportunities, and take a marketing based on the expansion of roads, access to considerable progress, but in recent years, more and more exposed the limitations of the road , and because of competition has been gradually deepening competition and intellectual property rights to the technical standards for the area.In IT, in areas such as home appliances, China’s large enterprises due to pay patent fees, according to the high production cost no less than seriously affected the competitiveness. Although many famous enterprises claimed that it received a number of patents, are “speculation than actual results,” little Nadechushou, it is worth mentioning the technological innovation. Small and medium-sized enterprises can rely on the “speculation” and short-term interests, seize the opportunity , but large-scale enterprises, especially in the industry-leading enterprises must act in accordance with objective laws of the industrial development of the act, and make real breakthroughs in key technologies, or not there will be a way out, in recent years, many famous enterprises Stumbling, it is because the deficiencies in the technical aspects of the result.What is gratifying is that many enterprises have been suffering from being contained in the technical sorrows, we began to accumulate real commitment to technology, some enterprises have also tried to rely on China’s huge domestic market, and develop industry technical standards, as this will undoubtedly raise the competitiveness of products is a good thing.4. Lead in the new technology platform launched productsDue to the technological progress, and the whole community would step of the reform, more enterprises to provide an unconventional opportunities for development. If an enterprise in a period of technological change, and promptly adjust strategy, and actively adapt to the requirements of new technologies, changing concepts, adjust strategy, in the new technology platform to develop products, it will quickly come to the fore their own.Changes in any era, the era of the old vested interests will be most consciously, or unconsciously, to resist changes in the externalcircumstances always forced himself not the same when it is beginning to change, action has been very slow, and the emerging forces is no history drag, direct access to a rich new meaningful market, occupy the market, and rapid development, the original alternative leadership.Sony, Fujitsu, Hitachi, NEC, Toshiba representative of the Japanese enterprises in the era of powerful simulation technology, consumer electronics simulation times of vested interests, but in the era of digital technology has been insensitive, and Samsung such enterprises because of the burden of small, quickly adapted to the technical requirements of the digital era, South Korea’s competitive edge among enterprises has been reversed.20 of Intel in the 1970s, 1980s and 1990s, Microsoft, Cisco, they all accompanied by the rise of a disruptive technology coming: the microprocessor, PC and network. The secret of their success is that they adhere to a disruptive technology revolution.5. Reduce services or increase serviceThis approach is essentially isolated from a new segments of the market, by reducing services and products can be simplified to reduce costs and to tap those services and product features on the main requirement of the consumer groups.In the products of the various services, not all consumers need all these services. If consumers will be able to remove unnecessary services, and lower prices, it will be more competitive on the development of the consumer groups. Second-line, third-line enterprises, particularly appropriate to adopt a strategy to avoid leading enterprises areas of expertise into a neglected segments of the market, and through the establishment of this market segment to strengthen their advantage in the market place. Southwest Airlines low-cost “air bus” is a successful example of this strategy.In addition to reducing services or streamlining products, enterprises can also, through the opposite way to increase the competitiveness of products, and that is to increase their services. If the product does not provide substantive difference, enterprises can extend the value of the product advice, such as after-sales service, by improving the overall value of products to make up for the core values of similar products.6. Product innovation or enter new segments of the marketOnly innovation can create product differentiation advantages. Small innovation is a product attributes of a subsidiary of innovation, for example, appearance, packaging, and other big innovation is the core attributes of product innovation. Through product innovation can be the first to enter a new market segment to enable enterprises to gain a competitive advantage. Instead, when the new segments of the market there, and if the delay could not enter, they will miss the opportunity. Into one between a competitive situation may be a fundamental reversal.Fat sheep in the small company within a short span of two years in the country opened more than 600 chain stores, and the output value reached 25 billion, relying on the “James is not expected Shuanyangrou small” product innovation.7. Enhanced dynamic channelEnhanced channel power is to strengthen the sales channels of distributors, retailers, terminal sales incentives, so that they are willing to make greater efforts to promote their products.When the enterprise products lack of visibility, or the lack oflarge-scale enterprises advertising funds, the limited resources can be pooled together into the channel, the channel increased the intensity of incentives to promote sales growth.中文译文提高产品竞争力的战术阿姆斯特朗华夏出版社，2004某种级别的产品竞争力不完全取决于产品的质量本身是好的或坏的，有很多技术上领先，价格低廉，而且方便使用的产品在市场上并没有取得预期的收益时，二线经营并非什么都不做,一些企业也有可能取得领导地位。