本文選題：集團(tuán)品牌 + 品牌危機(jī)�。� 參考：《企業(yè)管理》2014年06期

【摘要】：正在品牌危機(jī)事件頻發(fā)的時(shí)代,正因現(xiàn)在大多數(shù)國(guó)企并未建立起有效的管理機(jī)制,國(guó)企在品牌危機(jī)解決方面往往顯得手足無(wú)措。在多元化經(jīng)營(yíng)日益普遍的今天,集團(tuán)企業(yè)日漸興起,集團(tuán)內(nèi)企業(yè)的來源各異、業(yè)態(tài)多元、地域多樣,如何建設(shè)及管理眾多的產(chǎn)品品牌、企業(yè)品牌,如何將各品牌的力量擰成一股繩,形成品牌合力,實(shí)現(xiàn)品牌增值,是集團(tuán)企業(yè)品牌建設(shè)首要解決的問題。2013年,在國(guó)資委監(jiān)管的企業(yè)中,
[Abstract]:In the era of frequent brand crisis, because most state-owned enterprises have not established an effective management mechanism, the state-owned enterprises often seem at a loss to solve the brand crisis. Today, with the increasing popularity of diversified management, the group enterprises are emerging day by day. The enterprises in the group come from different sources, diversified business forms, diverse geographical areas, how to build and manage numerous product brands and enterprise brands, and how to build and manage a large number of product brands and enterprise brands. How to twist the strength of each brand into a rope, form a brand force, achieve brand appreciation, is the group enterprise brand building the first problem to be resolved. In 2013, in the SASAC supervision of enterprises,
【作者單位】： 北京仁達(dá)方略管理咨詢公司;
【分類號(hào)】：F273.2
，

本文編號(hào)：1981781