The article presents some brand imitation issues considering the specific features of the contemporary postmodern economy where tangible items (products) are factually replaced with their simulacra (brands). The contradiction between the “spirit and letter” of the American Marketing Association Code of Ethics and the opportunities to violate its rules while branding is highlighted. It is shown that brands represented as simulacra open extensive opportunities for imitating brand leaders. A semantic ramification of terms “brand leader” and “brand imitator” in Anglophone Internet environments is represented. A typology of brand leader imitation methods with relevant examples and comments is given. The concept of “consumer confusion” is clarified and the factors determining the impact of imitated brand leaders on consumer behavior are systemized and analytically described. The legal aspects of a brand imitation strategy (proactive and reactive options) are briefly discussed. The article is supplied with relevant tables and pics.

Анализ стейкхолдеров на примере российских предприятийАннотация. В первой части статьи рассматриваются теоретико-методические вопросы и практика взаимодействия бизнеса и стейкхолдеров в условиях развития корпоративной социальной ответственности. В статье представлены теория стейкхолдеров Фримена и авторская систематизация групп и состава стейкхолдеров. Стейкхолдеры разделены на внутренних, то есть, тех, которые напрямую влияют на стратегическую и оперативную деятельность, и внешних, то есть, тех, которые косвенно влияют на оперативную деятельность и напрямую определяют стратегию бизнеса. Кроме того, подробно описана авторская трактовка модели Митчелла-Агле-Вуда. Во второй части статьи представлены результаты исследования влияния стейкхолдеров на российские производственные предприятия среднего бизнеса, а также сравнение российских результатов с результатами 1 109147, Москва, ул. Марксистская, дом 34, корп. 7Интернет-журнал «НАУКОВЕДЕНИЕ» http://naukovedenie.ru

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The case describes the popular Russian children's animated TV series named the Smeshariki, its parent company (Marmelad), the domestic animation industry, and the principal international rivals and their respective animated products and/or services. The series' success led to the organic growth of vertically and horizontally related business units. Marmelad's business units' scope included producing more than 200, six and one-half minute episodes of the Smeshariki, branded children's products (e.g. educational games), granting licenses to manufacturers, establishing a network of kindergartens, and licensing the Smeshariki animated series to exhibitors in international markets. Key issues the company faces include: brand management for the Smeshariki and Marmelad, domestic and international competition in the Russian animation industry, and the need for professional management. The case provides instructors with a range of options including a holistic marketing case, or one that concentrates on focused marketing issues (i.e. all or parts of the marketing mix, brand architecture, brand equity and brand management).

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