Brand Equity Management for Luxury Food Products based on the Customer Service Strategy

Qishen Zhou; Yalan Xu; Zuowei Yin; Deqing Bao; Shanhui Wang

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Brand Equity Management for Luxury Food Products based on the Customer Service Strategy

机译：基于客户服务策略的奢侈品产品品牌股权管理

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This study aims to analyze the brand equity management for luxury food products based on the customer service strategy. The literature review is delivered to launch the foundation of the service strategic analysis. The importance of the customer service strategy is enlightened to analyze the brand equity of luxury food products. The Kotler mode was adopted to establish the brand equity management system to investigate the customer service strategy. Then, the famous luxury food products brand, Chinese caterpillar fungus, was selected as the research object to analyze the problems in current relationship between the brand equity and the customer service. The analysis results show that the problems derive from the complicated external environment and mistakes in the internal management and the customer relationship management could improve the relationship between the customers and the corporations. Based on the model in this study, some suggestions are given to the problems in the customer service management

机译：本研究旨在根据客户服务战略分析奢侈品产品的品牌股权管理。该文献综述是推出服务战略分析的基础。为了分析奢侈品产品的品牌股权，开明了客户服务战略的重要性。采用Kotler模式来建立品牌股权管理系统，以调查客户服务战略。然后，着名的奢侈品食品品牌，中国毛毛虫真菌，被选为研究对象，分析了当前关系与客户服务之间的现状。分析结果表明，这些问题来自内部管理的复杂的外部环境和错误，客户关系管理可以提高客户和公司之间的关系。基于本研究的模型，对客户服务管理中的问题提供了一些建议

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《Advance journal of food science and technology》 |2014年第12期|共6页
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Qishen Zhou; Yalan Xu; Zuowei Yin; Deqing Bao; Shanhui Wang;
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1. Brand Equity Management for Luxury Food Products based on the Customer Service Strategy [J] . Qishen Zhou, Yalan Xu, Zuowei Yin, Advance journal of food science and technology . 2014,第12期

机译：基于客户服务策略的豪华食品品牌资产管理
2. Luxury product to service brand extension and brand equity transfer [J] . Jiseon Ahn, Jung Kun Park, Hyowon Hyun Journal of retailing and consumer services . 2018,第may期

机译：奢侈品服务品牌延伸和品牌资产转移
3. A Study on Building Customer –Based Brand Equity: Application of Brand Equity Theory to Management Educational Institutions of Bengaluru, India [J] . Madhukumar K Developing Country Studies . 2017,第6期

机译：建立基于客户的品牌资产的研究：品牌资产理论在印度班加罗尔管理教育机构中的应用
4. Decoding Convergent Products, Its Effect on Consumer-Based Brand Equity: Customer Experience as a Mediator [C] . Amit Tiwari, Anirban Chakraborty Winter Marketing Academic Conference . 2017

机译：解码收敛产品，其对基于消费者的品牌股权的影响：客户体验作为调解员
5. A Global Perspective on Insect-Based Foods: Willingness to Eat, Brand Equity Impact, Reasons for Not Eating and Consumer Acceptability of an Insect-Based Product [D] . Castro Delgado, Mauricio. 2019

机译：关于昆虫食品的全球视角：愿意吃，品牌股权影响，不饮食的原因和基于昆虫产品的消费者可接受性
6. Comparison of the Nutritional Quality of Branded and Private-Label Food Products Sold in Italy: Focus on the Cereal-Based Products Collected From the Food Labeling of Italian Products Study [O] . Donato Angelino, Cristian Del Bo, Nicoletta Pellegrini, 2021

机译：在意大利销售的品牌和私人标签食品营养质量的比较：专注于意大利产品研究中收集的谷物产品
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

Brand Equity Management for Luxury Food Products based on the Customer Service Strategy

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