Some standard content:
ICS03.140
CCSA 00
National Standard of the People's Republic of China
GB/T39904—2021
Guidance for regional brand cultivation and construction
construction2021-03-09Release
State Administration for Market Regulation
National Standardization Administration
Release
2021-10-01Implementation
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Foreword
Scope
Normative references
Terms and definitions
Regional brand management agency
Regional brand strategic planning
Regional brand maintenance and risk prevention
Enhancement of wind domain brand competitiveness
Regional brand management performance evaluation and improvement
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GB/T39904—2021
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Foreword
GB/T 39904—2021
This document is drafted in accordance with the provisions of GB/T 1.12020 Standardization Work Guidelines Part 1: Structure and Drafting Rules of Standardization Documents.
Please note that some contents of this document may involve patents. The issuing agency of this document does not assume the responsibility for identifying patents. This document is proposed by the National Brand Evaluation Standardization Technical Committee (SAC/IC532) and is under the jurisdiction of the drafting unit of this document: China Quality Certification Center, China Brand Construction Promotion Association, Fenfei Hongjing Information Technology Co., Ltd., Taizhou Pharmaceutical High-tech Industrial Development Zone Management Committee, Guangdong Standardization Research Institute, China Standardization Research Institute, Zhengzhou National High-tech Industrial Development Zone Management Committee, Suzhou Market Supervision Administration, Guangdong South China Testing Technology Co., Ltd., Xiamen Market Supervision Administration "China Brand" Magazine.
The main contributors to this document: Zeng Guangfeng, Peng Jianhong, Wu Fan, Ying Kai, Lv Anran, Shu Puda, Liu Jiang, Wu Fang, Chen Zhiying, Zhao Gang, Luo Shelian, Wang Qingxuan, Yang Ming, Liu Juan, Hou Ming, Weng Yingqun, Zhong Xiangyang, Liu Chang, Wang Ruiyu, Zhang Chao-rrKaeerkAca-
GB/T39904—2021
0.1 General Principles
Introduction
Through cultivating the effective management of wind brands, developing the model effect of regional brands and promoting the economic development of districts and cities, it has been increasingly valued by local governments. To create a regional brand and realize its influence from weak to strong and become a century-old brand, on the one hand, it is necessary to effectively prevent the risk crisis faced by regional brands due to their public attributes; on the other hand, it is necessary to promote the continuous improvement of regional industrial quality, continuous innovation of regional industrial technology, continuous improvement of related services, continuous improvement of tangible elements such as regional industrial development infrastructure and public service platforms, and continuous enrichment of the value of tangible elements such as regional cultural connotation and knowledge, and continuously improve the visibility and competitiveness of regional brands: At the same time, it is also necessary to regularly review the performance of regional brand cultivation and construction. To continuously improve and improve.
Regional brands have the characteristics of multiple subjects, public attributes and the non-transferability of regional natural resources, historical culture, social resources and other special advantages:
This document is based on the theory of the five elements of brand value, combined with the theory of industrial competitiveness and regional brand characteristics, and is based on a full analysis of domestic and foreign regional brand cultivation and construction practice cases, and innovatively summarizes its general laws and then studies and formulates. 0.2 Multiplicity of regional brand subjects
The formation and sustainable development of regional brands are the result of joint efforts of enterprises in the region (including upstream and downstream enterprises and supporting enterprises), local governments and their relevant departments, industry associations, industry alliances, scientific research quality and technical service agencies and other organizations. The cultivation and construction subjects are multi-faceted, and the ownership of the property rights is usually unclear, and there is no clear legal subject. 0.3 Public attributes of regional brands
Regional brands have public attributes such as non-competitiveness and externalities. For any given regional brand, adding an enterprise in a region will not cause any increase in regional brand costs, that is, the non-competitiveness of regional brands.
When an enterprise in the region develops rapidly due to reasons such as technological innovation, the improvement of its corporate brand value will drive the improvement of regional brand value, and other enterprises will benefit from it. When an enterprise in the region uses the regional brand with inferior products, its unethical behavior will lead to a decline in the value of the regional brand, and other enterprises in the region will also be implicated, that is, the externality of the regional brand. 0.4 Regional Brand Crisis
The non-competitive and external characteristics of regional brands can easily lead to risks such as the "tragedy of the commons", "lemon market", "herd effect" and "brand guilt", which will affect the long-term development of regional brands. Enterprises in the region share regional brands. Due to the unclear ownership of regional brand property rights, regional brands are constantly over-consumed. Some enterprises have harmful business practices such as uneven products, cutting costs, and price dumping, which have led to a decline in the overall reputation of regional brands, namely the "tragedy of the commons". A few or some enterprises in the region have engaged in vicious price competition, selling inferior products as good ones, counterfeiting, or "Shan Chong" brands, which have led to "bad products driving out good products" and poor product quality. However, due to information asymmetry, consumers are unable to distinguish and lose trust in all products: causing the reputation of regional brands to be damaged, namely the "lemon market". Iv
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The mutual imitation of enterprises in the region has resulted in product homogeneity or highly similar product structures. In addition, the fierce competition among regional enterprises faces limited market capacity. Enterprises compete to cut corners and produce inferior products to reduce production costs and gain competitive advantages, which is the phenomenon of "herd effect"
The speculation or unethical behavior of individual enterprises in the region has led to the involvement of other enterprises in the region, causing a crisis of trust in regional brands by consumers, and the regional brand image and reputation have been significantly damaged, which is the phenomenon of "brand chain", 0.5
Regional advantage factors
The formation of regional brands is closely related to the characteristic advantages of the region, and there are strong regional characteristics. The economy, natural resources, historical culture, and social resources in the region Resources, etc. will affect the selection and development of industries in the region and the formation of the region's unique brand. Regional brands cannot be separated from a certain area and are non-transferable. Regional advantage factors include natural resources, human resources, art and technology, high-tech, socio-economic factors, leading enterprise driving effect, enterprise agglomeration effect, regional policy effect, etc. The mineral resources, land resources, water resources, climate resources, biological resources, location geography, natural scenery and other naturally existing resources in the region have become important resources for cultivating regional brands, namely, the historical culture, national culture, regional culture, local customs, religious culture, and cultural landscape of the region with natural resource advantages. After a long period of cultural accumulation and dissemination, or historical inheritance factors such as university intellectual resources, they have become important cultural resources for cultivating regional brands, namely, the traditional industrial craftsmanship and high-tech in the region with cultural resource advantages. The factors are related and become the technological advantages that affect the cultivation of regional brands, that is, technological advantages.
The policy environment, transportation, talents, funds, information, trade barriers and other favorable socio-economic factors that can determine or affect the development scale, production cost and economic benefits of a certain industry in the region, that is, the socio-economic factor advantages. One or several influential enterprises in the region, by creating corporate brands and product brands, form high-quality famous enterprises and well-known brands, and have the leading enterprise driving effect of cultivating regional brands, that is, the leading enterprise driving advantage. The dispersed small and medium-sized enterprises in the region have spontaneously formed industrial agglomerations for a long time. Through unified planning and reasonable layout, they have the agglomeration effect of cultivating regional brands, that is, the enterprise agglomeration advantage.
The regional government concentrates its policy resources, guides the development of regional industries with financial support, and innovates through institutions.Use market means to guide the trend and provide service support for the cultivation of regional brands, that is, the regional policy effect advantage. Enterprises in the region develop and produce marketable products in line with external market demand, seize the needs of the consumer market in a timely manner, expand market share, and form a market scale competitive advantage in regional brand cultivation, that is, market demand advantage-riKacerKAca-
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1 Scope
Guidelines for Regional Brand Cultivation and Construction
GB/T39904—2021
This document provides the framework, general methods and approaches for regional brand cultivation and construction, including regional brand management agencies, regional brand strategic planning, regional brand Guidance and construction in brand maintenance and risk prevention, regional brand competitiveness enhancement, regional brand cultivation and construction performance evaluation and improvement.
This document is applicable to regional brand management agencies in carrying out regional brand cultivation and construction activities, and is also applicable to third-party organizations in carrying out related consulting services.
2 Normative reference documents
The contents of the following documents constitute the essential terms of this document through normative references in the text. Among them, for reference documents with dates, the versions corresponding to the dates apply to this document: for reference documents without dates, the latest versions (including all amendments) apply to this document.
GB/T29185--2012 Brand Value Positioning Technical Certificate3 Terms and Definitions
The terms and definitions defined in GB/T291%52012 and the following terms and definitions apply to this document. 3.1
regionalbrand
Regional brand
Intangible assets related to regional history, culture, economy, etc., distinguish regional products, services and (or) entities by name, term, symbol, image, logo, design or combination, which can form a unique impression and association in the consciousness of stakeholders, thereby generating economic and (or) social value.
Regional brand crisis regionalbranderisis In the process of development, enterprises related to regional brands may suffer from various reasons, resulting in a decline in the popularity of regional brands and other risks that affect the long-term development of regional brands.
Regional brand management regionalbrandmanagement Formulate regional brand strategic planning, and plan, implement, evaluate and improve related processes that affect brand value, and achieve all activities to cultivate and build regional brands. 3.4
Cooperation-competition mechanism
Cooperation-competition mechanism The establishment of a competitive order where enterprises in the region coexist with competition and cooperation. Note: While participating in market competition, the enterprises in the region take advantage of the advantages of regional geographical location and open up market competition and cooperation such as technical exchanges to enhance the overall competitiveness of enterprises in the region in the market. The forms of competition and cooperation include technical cooperation, talent exchange, information sharing and resource complementarity. 1
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4 Regional brand management agency
4.1 Establishment of regional brand management agency
There are multiple subjects in regional brand cultivation and construction, and regional brands have public attributes. The ownership of their property rights is unclear, which may easily lead to regional brand crises or hinder the improvement of regional brand competitiveness. It is advisable to establish a regional brand cultivation agency. The construction management agency shall be the relevant departments of the local government of Yishan District or the relevant organizations entrusted by them, or the industry associations and industrial alliances recognized by multiple entities of regional brands. 4.2 Determine the functions of the regional brand management agency
The functions of the regional brand management agency include but are not limited to the following aspects: a) Formulate the strategic plan for the regional brand:
b) Coordinate and integrate policies, funds, human resources and promote technological innovation, cultural construction, etc.; communicate and coordinate the parties involved in regional brand cultivation and construction to perform their respective duties; c) Take the lead in formulating regional brand protection measures and coordinate the implementation of all parties: c) Take the lead in formulating regional brand publicity and marketing measures and coordinate their implementation: f) Other aspects involving brand management that require communication and coordination, 5 District Regional Brand Strategic Planning
5.1 Analysis of Advantage Factors
When formulating regional brand strategies, it is advisable to fully tap the regional natural resources, cultural resources, technology, talent and capital and other socio-economic factors, the brand effect of leading enterprises, the agglomeration effect of regional enterprises, the regional policy effect and the market demand effect and other advantageous factors or combinations of advantageous elements, and comprehensively analyze the market competitive advantages of products, enterprises and industries in the region in the global value chain. 5.2 Regional Brand Strategic Positioning
On the basis of a thorough analysis of regional advantageous factors, regional brand management agencies should carry out regional brand positioning planning and clarify the direction of regional brand development:
5.3 Regional Brand Strategic Objectives
In the context of regional brand strategic positioning On this basis, the regional brand management agency should formulate a long-term strategic monthly target for the regional brand. 5.4 Regional brand architecture
Based on the regional brand strategic positioning and the mid- and long-term strategic monthly target implementation plan, the regional brand management agency should establish a reasonable regional brand architecture model and clarify the relationship between the regional brand and the regional enterprise brand and product brand. 5.5 Implementation of regional brand strategic planning
5.5.1 The regional brand management agency should fully discuss the regional brand strategic planning with the regional brand market entities and formulate specific working objectives and measures.
5.5.2 The regional brand management agency should establish key performance indicators for the implementation of the regional brand strategic planning and conduct regular monitoring and evaluation as the basis for the evaluation and improvement of the regional brand strategic planning. 2
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6 Regional brand maintenance and risk prevention
6.1 Clarify the regional brand property rights manager
GB/T39904—2021wwW.bzxz.Net
Regional brand management agencies should act as regional brand property rights managers to prevent the abuse or excessive use of regional brands caused by the regional brand property rights model.
6.2 Legal confirmation and protection
Through trademark registration, regional brand authorization and licensing, etc.: regional brands are legally confirmed and protected by law. 6.3 Establish a regional brand logo use management system Establish and improve a regional brand logo use management system, standardize the use rules and scope of regional brands, and clarify the responsibilities, rights and obligations of regional brand users and managers. 6.4 Establish a competition and cooperation mechanism
6.4.1 Regional brand management agencies should promote the government to create a good policy environment and innovate incentive systems through communication and coordination, and guide enterprises in the region to compete in an orderly manner.
6.4.2 While participating in market competition, enterprises in the region should make full use of the convenience of the regional geographical location. Strengthen technical cooperation, talent exchange, information sharing, resource complementarity, etc., to enhance the overall competitiveness of enterprises in the market. 6.4.3 Intermediary organizations in the region should build a platform for enterprise cooperation and exchange, establish an industry self-discipline mechanism, and constrain enterprises from using regional brands in an irregular manner
6.5 Establish a regional brand crisis early warning mechanism
6.5.1 Regional brand management agencies should establish a flexible and complete regional brand crisis early warning mechanism. Specific measures should include establishing a long-term collaborative mechanism to combat quality violations, building a regulatory mechanism with credit as the core, implementing dynamic supervision, setting up a consumer complaint reporting platform, establishing an internal enterprise reporting and mutual supervision system, and strengthening the publicity of enterprises' commitments to product and service quality assurance measures, etc. 6.5.2 Regional third-party intermediaries can also guide industry self-discipline and prevent crises by formulating industry rules and group standards. 6.6 Establish a regional brand crisis emergency response mechanism. Regional brand management agencies should establish an efficient and timely regional brand crisis emergency response mechanism. Specific measures may include increasing the recall of defective products, establishing a quality violation and intellectual property dispute handling and compensation mechanism, establishing a highly sensitive and accurate information monitoring system and a risk-sharing social insurance system, etc., so as to effectively reduce the damage caused by brand crises, maintain the regional brand image, and enhance the crisis transformation ability of regional brands.
7 Regional brand competitiveness enhancement
7.1 Improve the quality level
Regional brand management organizations should take a variety of quality management measures to promote relevant regional enterprises to continuously improve the quality management level and the quality level of their products and services. Quality management measures include but are not limited to the following aspects: a) Establish a quality incentive mechanism to encourage enterprises to establish the concept of quality first, continuously improve the quality awareness of enterprise employees, and transform the quality spirit of honesty, trustworthiness, meticulous continuous improvement, innovative development, and pursuit of excellence into the code of conduct for enterprise employees, and vigorously promote the "craftsman spirit:
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b) Encourage enterprises to adopt high-quality national standards, industry standards, enterprise standards, international standards or other advanced standards with obvious market advantages to improve product technical performance, economic performance, practical performance and social performance, meet the diverse needs of customers, and improve customer satisfaction;
Develop team-building plans around the beauty and quality characteristics of regional industrial products or services. The overall standards are constantly updated, and regional enterprises are gradually pushed to meet the requirements of group standards. Thereby improving the overall quality level of regional industries: d) Encourage enterprises to implement various advanced international and domestic third-party certification, evaluation and labeling systems, apply quality management methods such as total quality management, performance excellence management, lean production, Six Sigma, and use advanced quality management tools and methods to continuously improve the quality management level of enterprises: Encourage all employees of enterprises to carry out all-round quality improvement, quality research, quality comparison, quality risk analysis, quality cost control and other quality management team activities throughout the production and operation process; Strengthen the main responsibility of enterprises for quality, and encourage enterprises to establish strict quality management systems, including strict quality management systems to ensure that product and service quality indicators meet the requirements of national mandatory standards or service specifications. Establish a strict quality inspection system and a key position responsibility system for quality and safety;
Combined with the characteristics of regional industries, cultivate professional quality talents for the sustainable development of regional industries, especially front-line operators, and continuously improve the quality skills of all employees of regional enterprises:
h) Severely punish quality violations and intellectual property infringements 7.2 Improve innovation capabilities
Regional brand management organizations should continuously improve their innovation capabilities to meet changes in market demand. They may take measures including but not limited to the following measures to publicize regional innovation and create a good innovation and entrepreneurship environment through exhibitions, forums, special cultural and artistic activities, service activities, etc. a
Through innovative management methods, management models, management concepts, etc., implement innovative designs of management systems, management methods or measures to create a good environment for innovation and entrepreneurship New institutional environment; encourage enterprises to improve their independent innovation capabilities by increasing R&D investment and building R&D centers, encourage joint innovation between enterprises or between enterprises, scientific research institutions and universities, promote breakthroughs in key technologies, develop new products, and improve the independent intellectual property content and quality level of products:
Encourage enterprises to innovate production processes by changing production processes and improving testing methods; d)
Take multiple measures to attract talents, support and reward enterprises and individuals who have made substantial contributions to technological innovation, and effectively stimulate their enthusiasm and initiative for innovation;
Encourage qualified enterprises in the park to apply for recognition as high-tech enterprises, and establish an incentive mechanism for rewards and subsidies: g) Implement standardization strategies, participate in the formulation and revision of international, national and industry standards, and gain industry discourse power. 7.3 Improve service level
7.3.1 Regional internal public service level
Regional brand management agencies should improve the level of regional internal public services, and may take measures including but not limited to the following: Promote continuous improvement of the business environment, accelerate the construction of regional e-government systems, quality risk early warning command systems, etc. \ Digital quality "a)
project;
coordinate and communicate with relevant departments. Continuously innovate channels to provide financing services for regional enterprises; b)
Continuously strengthen the construction of supporting industries and improve the layout of the industrial chain: promote enterprises, industry associations (or industry alliances), scientific research institutes, news media and other parties in the region to give full play to their respective advantages, relying on the regional comprehensive service platform and the professional service platform. Focusing on solving the common needs of enterprises, carry out information services, management consulting, inspection and testing, financial leasing, brand marketing, quality improvement, technical research and other service activities that are conducive to the sustainable development of regional brands
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