| ACKNOWLEDGEMENTS | 第5-6页 |
| ABSTRACT | 第6-7页 |
| 摘要 | 第8-9页 |
| LIST OF ABBREVIATIONS | 第9-20页 |
| 1 Introduction | 第20-28页 |
| 1.1 Background and significance of the research | 第20-25页 |
| 1.1.1 Background of the study | 第20-23页 |
| 1.1.2 Significance of the study | 第23-25页 |
| 1.2 Research methodology and research content | 第25-27页 |
| 1.2.1 Research methodology | 第25页 |
| 1.2.2 Research content | 第25-27页 |
| 1.3 Main contents of the research | 第27-28页 |
| 2 Literature review | 第28-42页 |
| 2.1 Meaning and contents of corporate social responsibility | 第28-34页 |
| 2.1.1 The meaning of corporate social responsibility | 第28-31页 |
| 2.1.2 The contents of corporate social responsibility | 第31-32页 |
| 2.1.3 The role of corporate social responsibility | 第32-34页 |
| 2.2 Brand connotation and influence | 第34-37页 |
| 2.2.1 Brand connotation | 第34-35页 |
| 2.2.2 Brand influence | 第35-37页 |
| 2.3 The relationship between corporate social responsibility and brand influence | 第37-40页 |
| 2.3.1 Studies at home and abroad | 第37-39页 |
| 2.3.2 Social responsibility is the important connotation of the enterprisebrand | 第39页 |
| 2.3.3 The social responsibility is an important way for enterprises toenhance the brand influence | 第39-40页 |
| 2.3.4 The brand influence is the motive force of promoting the fulfillment ofcorporate social responsibility | 第40页 |
| 2.4 Summary of literature review | 第40-42页 |
| 3 Case description | 第42-59页 |
| 3.1 About Ping An Group | 第42-44页 |
| 3.1.1 Background of Ping An Group | 第42-43页 |
| 3.1.2 History of Ping An Group | 第43-44页 |
| 3.2 Ping An corporate social responsibility practice | 第44-56页 |
| 3.2.1 Ping An’s corporate social responsibility practice on economic level .. 26 | 第45-47页 |
| 3.2.2 Ping An’s corporate social responsibility practice on environmentlevel | 第47-50页 |
| 3.2.3 Ping An’s corporate social responsibility practice on social level | 第50-56页 |
| 3.3 Effect of corporate social responsibility on brand building | 第56-59页 |
| 3.3.1 Improved brand awareness | 第56-58页 |
| 3.3.2 Improved customer preference | 第58-59页 |
| 4 Problems existing in enhancing brand influence from aspects of corporate socialresponsibility | 第59-69页 |
| 4.1 Problems existing in strategic level | 第59-61页 |
| 4.1.1 Lack of long-term systematic corporate social responsibility strategy . 40 | 第59-60页 |
| 4.1.2 Low alignment between the enterprise’s CSR strategy and businessdevelopment strategy | 第60-61页 |
| 4.1.3 Low alignment between the enterprise’s CSR strategy and brandingstrategy | 第61页 |
| 4.2 Problems existing in management level | 第61-66页 |
| 4.2.1 Target deviation | 第61-62页 |
| 4.2.2 Frequent senior executives change | 第62-63页 |
| 4.2.3 Poor per capita performance | 第63-65页 |
| 4.2.4 Ill management led to thwarted brand | 第65页 |
| 4.2.5 Dishonesty led to distrust | 第65-66页 |
| 4.3 Problems existing in marketing level | 第66-69页 |
| 4.3.1 Obvious difference between regional marketing | 第66-67页 |
| 4.3.2 Failures on business development of second-hand car trading market | 第67-68页 |
| 4.3.3 Fail in bargain-hunting of financial tsunami led to serious loss | 第68-69页 |
| 5 Suggestions to existing problems | 第69-78页 |
| 5.1 Suggestions on strategic level | 第69-72页 |
| 5.1.1 Integrate corporate social responsibility strategy with business developstrategy | 第69-70页 |
| 5.1.2 Integrate corporate social responsibility strategy with brandingstrategy | 第70-71页 |
| 5.1.3 Keep completing report on enterprise social responsibility | 第71-72页 |
| 5.2 Suggestions on management level | 第72-73页 |
| 5.2.1 Optimize performance evaluation | 第72页 |
| 5.2.2 Improve administrative structure | 第72-73页 |
| 5.2.3 Tighten connection between CSR staff and branding staff | 第73页 |
| 5.3 Suggestions on marketing level | 第73-78页 |
| 5.3.1 Increase investment in less-developed cities | 第74页 |
| 5.3.2 Cautiously evaluate new project | 第74页 |
| 5.3.3 Implement relationship marketing | 第74-78页 |
| 6 Conclusion and Prospect | 第78-80页 |
| 6.1 Conclusion | 第78页 |
| 6.2 Prospect | 第78-80页 |
| References | 第80-81页 |
