高级英语阅读高等教育出版社Business Reading In The International BusinessWord文件下载.docx
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高级英语阅读高等教育出版社Business Reading In The International BusinessWord文件下载.docx
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"
Ifthere'
sonecountryintheworldthathasamplepotentialfortakingbrandsglobal,it'
sChina."
Intheshortterm,thestrongestpromiseisinChinesemedicine,herbsandspecialtyfood,aswellasgoodsthatplaytotheromanticforeignnessofChina----whetherincosmetics,fashionormusic.SaysKevinTan,generalmanagerforChinaofmarket-researchfirmTaylorNelsonSofresinShanghai:
There'
sstillalotofmystiqueassociatedwithChina.Ifyou'
retakingsomethinglikecosmetics,whichisimage-driven...suddenlyyou'
vegotastrongplayer."
AlsomakingabidtogoglobalareafewtrendsettingChinesebeverageandbeerbrands.Furtherdowntheroadthereisbrand-potentialforproductssuchashomeappliances5thatcanofferqualityatacompetitiveprice.
Someofthesebrandswilleventuallygoabroadviajointventuresormergersandacquisitions.Fortheirforeignowners,thebrandswillprovidespeedieraccesstoChina'
sconsumermarketanddistributionchannels,whileatthesametimeservingtocomplementtheowners'
premiumbrandsinglobalmarkets.
TheconceptofChinesebrandshasbeenevolvingthroughthe1990s,butisnowgettinggreaterattentionathome.Althoughthedomesticmarketisstillrobust,ahandfulofstate-ownedenterprises,orSOEs,includinglistedChinesecompanies,arenowlookingtoestablishinternationalbrandsbecausetheyreckonthequalityofboththeirproductsandtheirmanagementhasimproved.Chinesejointventuresthinktheirproductscancompeteonqualitywithforeignbrandsanywhere,whileenjoyingtheadvantageofbeingperceivedasexotic.
Besidesbringinginadditionalrevenue,aglobalbrandalsoburnishesacompany'
simageinChina,stimulatingsalesamongstatus-consciousdomesticconsumers.Forexample,state-ownedsoft-drinksmakerJianlibaohasdevelopeditsoverseasmarketinpartto"
establishagoodimage"
whichinturnenhancesconsumptionathome,saysChiefExecutiveHanWeixian.Butbuildingabrandtakestime,moneyandmarketingsavvy.SomeChinesebrandshavenudgedintotheinternationalmarketonthebackofcompetitivepricing,buthavealsoutilizedotherstrategies.JianlibaohashighlighteditsAsianappeal,presentingitselfasthepreferredrehydratingsports-drinkofChina'
sathletes,whileMeidi,anair-conditionermaker,ispushingforgreaterbrandrecognition.OtherslikeHaler,oneofChina'
sleadinghome-applianceproducers,havepointedlysteeredawayfromprice,competinginsteadonproductqualityandanefficientdistributionandafter-salesservice.Inanotherexample,theAmericandirectinvestmentfirm,AsianStrategicInvestmentCorp.,orAsimco,haspositioneditsrecentlyacquiredFiveStarbeerasapremiumbrand.
Ofcourse,globalsalesdon'
tmeanglobalbrands,asGreyChina'
sChanpointsout.Andit'
sstillearlydaysforChinesecompanies.Forastart,investmentfundsforbrandpromotionarehardtocomeby,saysChuLiangjin,theQingdao-baseddirectoroftheoverseasdivisionofChina'
sTsingtaobrewery."
Nomorethan5%ofourtotalexportsalescanbereinvestedinpromotingourbrandoverseas,"
explainsChu,addingthatTsingtaoistryingtopersuadetheforeign-currencyauthoritiestochangethisstandardpracticeforSOEs.Withthegovernment'
semphasisonpreventingtheoutflowofforeigncurrency,thechancesoftherestrictionsbeingliftedareslim.
AlthoughtargetedatSOEsprivatecompanieshavegreaterspendingfreedomthe5%limitisboundtohamperChinesebrands.Jianlibao,forexample,hasinvestedabout$10milliontosellitsbrandintheU.S.market,butLiJingwei,thecompany'
sgeneralmanager,knowsthat'
sjustadropinthebucket.SittinginhisofficeatJianlibao'
sindustrialcomplexinSanshui,a40-minutedrivefromGuangzhou,LireckonsthattosuccessfullygeneratebrandrecognitionamongAmericans,thecompanyneedstospendatleast$50million-100milliononmarketing.HehasnodoubtthatconsumerswilllikeJianlibao'
srangeofsportsandsoftdrinks(whichtasteremarkablylikeCoca-Cola'
sCoke,SpriteandOrangeFanta),butexplainsthat"
weneedmoneytoinvestinpromotingourselves."
SaysB.C.Lo,HongKong-basedvice-presidentanddirectorofexternalaffairsatCoca-ColaChina:
I'
mnotsurewhethertheycanreallypenetratetheU.S.marketorbecomeaninternationalbrand,butcertainlytheyareastrongcompetitorinChina."
Indeed,Jianlibao,whichexportstomorethan20countries,willneedagreatdealmoremoneyandyearsbeforeitcanbeconsideredaseriousplayerabroad.LastyeartheChinesecompanysoldjust200000casesofdrinks(thereare24bottlesorcansinacase)intheUnitedStates.Althoughthecompanyhasfundedahostofpromotionaleventsdonating$100000forU.S.floodreliefin1997,advertisingatMissAmericapageants,sponsoringthe$20000JianlibaoCupGolfTournamentin1997----itsmarketingeffortspaleincomparisonwiththoseofthelikesofCoca-Cola.
OnepromisingareaforChinesebrandsintheglobalmarketplaceiswhitegoodsoflow-tomid-technology.Bysomeestimates,Chinesebrandshaveroughly90%ofthedomesticmarketforrefrigeratorsandwashingmachines,70%-80%ofthemarketforair-conditionersand60%forcolortelevisions."
Inmanyareasthequalityofproductshasimprovedtothepointwheretheyarequitemarketable,"
saysPhilipDay,avice-presidentatconsultingfirmA.T.KearneyinHongKong."
Whatwe'
renowseeingisChinesecompaniesgettingtheiracttogetherintermsofmarketing."
Halerisamongthebest-knownwhite-goodsbrandsinChina.Undertheguidanceofitsdynamicpresident,ZhangRuimin,thecompanyhasturnedfrombeingaloss-makerintoanexporter.Itclaimsthatmorethan60%oftheimportedwashingmachinesinJapanaremadebyHaler,andthatintheU.S.,itholdsa20%marketsharefor36-litreto180-litrerefrigerators.Inthefirst11monthsoflastyear,Haler-brandrefrigeratorexportstotheU.S.reached$15.6million,upfrom$12.6millionforthewholeof1997.
MarioZhu,ananalystatABNAmroSecuritiesinShanghai,saysHaier'
smarketingteamhashelpedbuildthecompany'
sreputationinEuropeandnowintheU.S."
Theyhaveresearchcentersthatgivethemupdatedinformationonmarketdemand,"
sheadds."
Theydoaggressiveadvertisingandthey'
vegotgoodR&
D.'
'
Haier'
sZhangsaysthecompany'
sstrengthsarehighqualityandgooddistributionwithgoodnetworksforsalesandservice.
Certainly,Haierdoesn'
tspendmuchonmarketing,comparedwiththeamountearmarkedbymostinternationalcompanies.IntheU.S.,Haier'
spromotionbudgetaccountsforonlyapaltry1%ofitsAmericansales.ThecompanyhasopenedaspecialtyshoponNewYork'
sFifthAvenueandinMarchhiredadesigncompanyinLosAngelestodeterminewhatAmericanconsumerslikedbestinarefrigerator.ZhangadmitsHaierhasn'
t"
developedarealbrandnameyet"
amongaverageAmericanconsumers,butpointsoutthatit'
sstartingtogetsomerecognitionamongrefrigeratormakers,distributorsandspecialtyshops.
AnotherChinesebrandintheU.S.marketisMeidi.Acollectiveenterprisethatchurnsoutair-conditionersinGuangzhou,Meidiin1997achieved$386.5millioninsales,ofwhich$70millionstemmedfromexports.In1998thecompanystressedoverseasmarkets,andasaresultexpectsexportsfortheyeartoreach$80millionoutoftotalsalesof$604million,accordingtoPengQiang,directorofthecompany'
soverseasdivision.Hebelievesthe"
timeismature"
todeveloptheoverseasmarketforMeidi,whichcompetesonbothpriceandbrandrecognition."
Weareattendingmoreoverseasexhibitionstofurtherimprovebrandrecognitionandhavespentmoreonadvertisements,especiallyinHongKong,"
Pengnotes.
Chinesebrandsunderthewingsofforeigncompaniesusuallyhavetheadvantageofplumpermarketingbudgetsandbetteraccesstomanagementexpertise.ButalthoughoverseascompaniestypicallybuythesebrandstogainaccesstoChina'
sconsumersanddistributionchannels,theyalsocanhavelargeplansfortheiracquisitions."
ThemultinationalsthatarebuyingupChinesebrandsarenotgoingtorestricttheirbusinesstothedomesticmarket,"
saysDayofA.T.Kearney."
Someofthesebrandsaren'
tnecessarilygoingtobepitchedagainstpremiumbrandsabroadimmediately,buttheymightbepitchedinothersegmentsofthemarket.I'
dlookatChinainthelong-termasbeingthesourceofsignificantcompetitionformultinationalbrandsglobally."
TakethecaseofUnilever,oneoftheworld'
slargestconsumer-goodscompanies,withannualsalesofabout$50billion.ThismammothAnglo-DutchgroupinJulyboughtLaocai,aChinesepickled-vegetableandsoy-saucebrandthatitplanstotakeglobalwithinthenextfiveyears.Unileverwouldn'
tspecifyexa
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