本文選題：廣藥集團(tuán) + 王老吉　； 參考：《蘭州大學(xué)》2013年碩士論文

【摘要】：2011至2012年,“王老吉”品牌經(jīng)歷了特殊的品牌租賃—回收過程,租賃經(jīng)營“王老吉”品牌長達(dá)15年的加多寶集團(tuán),被廣藥集團(tuán)通過法律手段收回了“王老吉”的商標(biāo)使用權(quán)。 與一般的侵權(quán)案件不同,“王老吉”品牌從2000年至2010年的品牌增長主要由“承租方”創(chuàng)造,廣藥集團(tuán)幾乎無需投入就獲得了品牌價(jià)值增長的帶來的好處。廣藥集團(tuán)通過法律手段“掠奪”加多寶的“勞動(dòng)果實(shí)”這種“出租方占承租方便宜”的“侵權(quán)行為”是獨(dú)一無二的。 但是,研究顯示廣藥“王老吉”與加多寶“紅罐涼茶”區(qū)分度不足,導(dǎo)致加多寶有機(jī)會(huì)將原“王老吉”的品牌價(jià)值轉(zhuǎn)移到新的加多寶“紅罐涼茶”之上。同時(shí),廣藥集團(tuán)將“王老吉”品牌分開兩家公司運(yùn)營,也為品牌運(yùn)作買下了隱患。廣藥集團(tuán)繼續(xù)重新制定“王老吉”的品牌戰(zhàn)略,回歸到引導(dǎo)消費(fèi)者行為的營銷戰(zhàn)略,才有機(jī)會(huì)享受到價(jià)值1080億元人民幣給企業(yè)帶來的價(jià)值。 通過分階段的結(jié)構(gòu)方程建模分析,確認(rèn)“消費(fèi)者滿意度—品牌認(rèn)知—消費(fèi)者行為”在“王老吉”品牌中擁有強(qiáng)勁的生命力,“王老吉”品牌的價(jià)值增長依賴于這一模式。同時(shí),“王老吉”品牌的屬性識(shí)別對(duì)消費(fèi)者行為有較強(qiáng)地引導(dǎo)作用,應(yīng)加強(qiáng)“王老吉”品牌與其他品牌在屬性方面的差異化建設(shè)。而消費(fèi)者的“價(jià)值識(shí)別”則需要形成“品牌認(rèn)知”,方可引導(dǎo)消費(fèi)者行為的傾向于“王老吉”。消費(fèi)者對(duì)加多寶“紅罐涼茶”的消費(fèi)者行為傾向?qū)Α巴趵霞庇姓蜃饔?暗示加多寶的“紅罐涼茶”沒有形成足夠鮮明的品牌形象,拉開與“王老吉”的距離,這為廣藥集團(tuán)的“王老吉”品牌建設(shè)提供了基于。但是,加多寶強(qiáng)勁的宣傳攻勢對(duì)“王老吉”有顯著的負(fù)面影響。 因此,作為對(duì)“王老吉”品牌“后加多寶”時(shí)代的反思,廣藥集團(tuán)應(yīng)采取以下品牌戰(zhàn)略思路：強(qiáng)調(diào)涼茶“藥性”,強(qiáng)化屬性識(shí)別；強(qiáng)化渠道控制,奪取市場份額；大力宣傳商標(biāo)權(quán)回歸,強(qiáng)化“正宗”概念；重視消費(fèi)者體驗(yàn),提高消費(fèi)者滿意度；落實(shí)“大健康”概念,拓展品牌價(jià)值。
[Abstract]:From 2011 to 2012, the "Wang Laoji" brand experienced a special process of rent-recycling. After leasing and operating the "Wang Laoji" brand for 15 years, Gadobo Group was granted the right to use "Wang Laoji" by legal means. Different from the general infringement cases, the brand growth of "Wang Laoji" brand from 2000 to 2010 is mainly created by the "lessee". Guang Yao Group is unique in its infringing act of "plundering" the fruits of labor of Kadobal by legal means, in which the lessor takes advantage of the lessee. However, studies have shown that the distinction between Wang Laoji, a broad drug, and Gadobo's "Red jar herbal tea" is not enough, leading to the opportunity to transfer the brand value of the original "Wang Laoji" to the new Gadobo "Red jar herbal tea". At the same time, Guang Pharmaceutical Group will "Wang Laoji" brand separate two companies to operate, but also buy the hidden dangers for the brand operation. Guang Pharmaceutical Group continues to reformulate "Wang Laoji" brand strategy, returning to the marketing strategy to guide consumer behavior, to have the opportunity to enjoy the value of 108 billion yuan to the enterprise. Through structured equation modeling and analysis, it is confirmed that "consumer satisfaction-brand cognition-consumer behavior" has strong vitality in "Wang Laoji" brand, and the value growth of "Wang Laoji" brand depends on this model. At the same time, the attribute recognition of "Wang Laoji" brand has a strong guiding effect on consumer behavior, and the differentiation construction between "Wang Laoji" brand and other brands should be strengthened. The "value recognition" of consumers needs to form "brand cognition" in order to guide consumer behavior to "Wang Laoji". The consumer's tendency towards Gadobo's "red pot herbal tea" has a positive effect on "Wang Laoji", implying that Gadobo's "red pot herbal tea" has not formed a clear enough brand image to draw the distance from "Wang Laoji". This has provided the foundation for the Guang Yao Group's "Wang Laoji" brand construction. However, Gadobo's strong propaganda campaign has a significant negative impact on Wang Laoji. Therefore, as a reflection on the era of "Wang Laoji" brand "after adding more treasure", Guangyao Group should adopt the following brand strategic thinking: emphasizing herbal tea "medicinal properties", strengthening attribute identification, strengthening channel control, seizing market share; Promote the return of trademark rights, strengthen the concept of "authentic", attach importance to consumer experience, improve consumer satisfaction, implement the concept of "big health" and expand brand value.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F273.2;F426.82

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