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1BrandStrategyResearchResource:Kapferer,J.HStrategicBrandManagement[J].KoganPage,LondonEconomicglobalization,howtoadapttointernationaltrends,establishastrongbrandandenhanceourcompetitiveness,havebecomepressingissuesfacingenterprises.Basedontheanalysisofthedevelopmentofcorporatemarketingbrandstrategy,basedonthecontentofbrandstrategyanitsfunctionalsignificance,todiscussthebrandstrategyinenterprisemarketingrole.Enterpriseneedstouseavarietyofmeansofcompetitiontoincreasebrandawareness,improvebrandpositioning,ancreateagoodbrandimage.First,JapanesebrandsacrosstheboarddefeatNovember22,2006morning,NECannouncedthatitwouldwithdrawfrom2Gand2.5Gmobilephonemarket,whichmeansthat,followingSharp,Panasonic,Toshiba,Mitsubishi,Sanyo,aJapanesemobilephonemanufacturerslaterwithdrawfromtheChinesemarket,JapanesemobilephonehasalmostallexceptKyocera2GmobilephonemarketinChinaoutofcontention.IfwesumuptheChinesehouseholdappliancemarket,todayanydifferentfromtenyearsago,IthinkthebiggestdifferenceisthatJapanesecompaniesinChina,Japanesehomeappliancemarketdownturn,the2followingmainreasons:First,rigidenterprisesystem,decision-makingdifficult,thereactionwasslow,incompatiblewiththerealityoftheChinesemarket,itisdifficulttoadapttotherapidlychangingChinesemarket;2isweakinmarketing,productplanningcapacityisnotstrong,itisdifficulttojudgeaccordingtotheirmarkerlaunchtomeetconsumerdemandandforecastproducts,followthetrendhasbeeninapassivesituation,cannotsatisfymarketdemand;Third,failuretograsptheindustrybesttimetotransitionistheJapanesehomeappliancecompaniesloseanimportantreasonformarketdominance.JapanesecompaniescometotheedgeintheChinesemarketiscausingcompaniestothinkdeeplyaboutournation?Totaketheinternationalrouteandwhethertheenterpriseof“JapaneseCompany”tothelessonslearnedbehind?Second,thebrandstrategyimplementationinChinatheCurrentSituationManyoldfamous“flashinthepan”ChineseandforeignenterprisesintheChinesemarketthebrandwar;justgrowuptobeagreatimpactonnationalbrands.Thelastcentury,alittle-known80’sbrand,notbeingregisteredbytrademark,istobeacquired,squeeze,eveniftheresidueishardgoingdownreallydevelopedverylimited.Hereatypicalcase,thelastcentury80stoearly90s,heworkedinairconditioningsectorhitwondersoftheWarburgin1998,was3acquiredKelon,thesubsequentdeclineinbrandimageisrepeated.Brandstrategyhasbeenanincreasingemphasisondomesticenterprisescausedthegovernmenttosupport.Sincethe80soflastcenturyreformandopeningup,China’ssocialisteconomicconstructionhasmaderemarkableachievements.FromaplannedeconomytomarketeconomyeraChinesecompanies,brandmanagementhasgrownoutofnothing.Information,localgovernmentsatalllevelsofemphasisonbrand-name,organizationpromotingtheefforts,policiesmeasureshavegreatlyenhancedQinghai,Shenzhen,Wuhan,Ningbo,ShenyangandothercitiesontheChinesefamousenterprisesincentivesto100million,onDalian3millionYuan,onbrand-namecompanieshavebeencitiesforthe100000yuanreward-200000yuan..January8th2009yeartoJanuary11th,the40thInternationalConsumerElectronicsShow(CES)inLasVegasVenetianhotelopening.NationalenterprisesintheCES,weachievesuperiorresults.Itisunderstoodthatthisyearthereare4000peopleregisteredtoparticipateinChinaCES,includingmanufacturers,mediaandspectators,intheexhibitionhall,thereare327exhibitors.Haieristheworld’smostauthoritativeconsumerelectronicsindustrymedia“TWICE”namedfortheChineseconsumerelectronicsbrand.3.Thestatusofforeignbrandsinmostsectorsisstilldifficulttoshake4However,weshouldalsoseethefaceofnumerousproductsonthemarket,allowsconsumersblurtedoutgenuinelyfewdomesticbrands.Withtheopeningupfurther,toanumberofbigcompanieshavetosqueezeintotheChinesemarket,Chinesemarket,atimefilledwith“Sony”,“Coca-Cola”,“Rejoice”,“Benz”andvariousotherinternationalbrands,manyofthesenamesforeignbrandsviolentlyhittingthenationalbrandinChina.Althoughtheapplianceindustry,ledbyHaierbrand,“Konka”,“Changhong”,“TCL”andotherdomesticbrandshavedevelopedwell,butwiththe“Sony”,“Panasonic”“Samsung”andotherbrands,theyarestilltherecompetitivedisadvantage;intheITindustry,“Lenovo”,“Founder”,“GreatWall”andthebrand’scompetitivenesshasimprovedsignificantly,butwithEuropeandtheUnitedStates,Japanandothercountriescomparedto,brandawarenessisstillinsufficient;inConsumerGoodsmarket,“P&G”,“Oliver”,“Henkel”,andotherinternationalcompanieshaveformedthethreepillars.Third,thebrandstrategyimplementationinChinaProblemsandErrorsCurrently,Chinesebrandshaveahugeinternationalmarkeropportunityandspaceforinternationalbrandshasbeeninevitable,buttherearealsobrandbuildingisnotunsatisfactory.OurEnterpriseBrandBuildingProblemsFactorsfromthepointofmicro-enterprisesthemselves:thereisalaceoftechnologydevelopment,brandcompetitivenessisnotstrong;brand5personality,lackofinnovationanddevelopmentcapacity;small-scaleproductionandmanagement,branddevelopmentlackofoverallplanning;abilityofweakexportsandinternationaloperations,Brandawarenessisnotstrong;brandpositioningisnotclear,thereisalargerangeoffactorssuchasblindness.Speakingfromthemacrosocialfactors:socialmechanismsneedtobeimproved,policiesandregulationssupporttheneed