名牌产品被职工们赞誉为企业的面子、票子、参与国内外市场竞争和企业生存、发展的轮子。据笔者所知,大凡能把名牌作为振兴企业的法宝者,无不赢得其“三子”;而有些企业因其名牌意识淡薄或实施名牌战略缺乏微观管理的有效举措而陷入误区,显然与其“三子”无缘。略举几例: 误区一,认为创名牌是技术、质量管理部门的事,而未将其当作一项系统工程,未达成共识,如何能共行同创名牌产 Brand-name products were praised by the employees as the face of the company, tickets, participation in domestic and foreign market competition and the company’s survival and development of the wheel. According to the author’s knowledge, all those who can use brand name as a magic weapon to revitalize a business win all the “three sons”; while some companies have been misunderstood because of their weak brand awareness or lack of effective micro-management measures to implement brand strategy, it is clear that their “three Son" missed. Slightly a few examples: Misunderstanding one, think that creating a brand is a matter of technology, quality management department, but did not regard it as a systematic project, did not reach a consensus, how can we jointly create a brand-name products