外文翻译---如何应对品牌老化(编辑修改稿)

外文翻译---如何应对品牌老化(编辑修改稿)内容摘要：

business. But the problem of aging brands is not limited to those with a patriotic tradition, as can be seen from the example of Burger King. Burger King was an old brand that consistently underperformed its category. The essence of its message was We make better burgers, have them your way, and this became irrelevant to its consumer base worldwide, who felt much closer to the more emotional approach to the fast food consumption experience that McDonald39。 s was municating. It took Burger King time and multiple changes to its ownership structure, advertising campaigns, management teams, and go to market strategies before it finally understood that its brand had bee irrelevant to males 1835 years old. After it recognised this and took appropriate action, the fast food giant never looked back. It reshaped its brand, tapping into its roots and embracing innovation across the four Ps— Product, Price, Promotion, and Place. Burger King39。 s brand evolved its better quality burger approach into a rule breaking, politically incorrect positioning in which it almost tells the consumer, Yes, we know it is fast food, we know it is red meat, but this is what you like, you like our big and greasy burgers, and nobody needs to tell you what is and isn39。 t good for you. Coupled with bold advertising and innovative social media campaigns, this put Burger King back on the map with more than13 straight quarters of sales growth. In the UK, we have recently observed how plete product lines at aging brands have died and then reinvented themselves. This situation is quite different from the previous scenarios outlined above because it assumes that the equity that existed needs to be pletely wiped out before a brand is able to bee relevant to a different segment of consumers. This is probably the reasoning behind the radical branding shift visible at the retail chain from Virgin Megastores to Zavvi. Management of the CD retailer turned video game shop thought that its strong legacy brand, Virgin, was not appropriate for the new directions they wanted for the business. This is quite interesting as it implies that the irreverent/Richard Branson part of the equity of Virgin— that has worked so well in expanding the brand into new territories— was。