王关富《商务英语阅读》Chapter1.docx
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王关富《商务英语阅读》Chapter1.docx
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王关富《商务英语阅读》Chapter1
Chapter1
TheLongMarch
“MadeinChina”lostitsnoveltylongago.Thelabelhasbecomeubiquitousinmuchoftheworld,affixedtoshoes,toys,apparelandahostofotheritemsproducedforglobalcompanies.Whatisanovelty,however,areChina-madegoodssoldunderChinesebrandnames.OnlyahandfulofChinesefirmssofarhavethemoneyandthemanagementexpertisetoestablishinternationalbrands;mostofthevastremainderarestrugglingtoattainevennationalrecognition.Butthepioneeringcompaniestestingthewatersoverseascouldbeonthethresholdofsomethingbig.
Somebelievethatindividually,withthehelpofenterprisinglocalmanagementoreagermultinationalpartnerswantingtoaddnewproductstotheirstable,Chinesebrandscouldbecomeaglobalphenomenonwithinadecade,marketedonqualityandexoticappeal,aswellascompetitivepricing.SaysVivecaChan,HongKongbasedmanagingdirectoratGreyChina,anadvertisingagency:
“Ifthere’sonecountryintheworldthathasamplepotentialfortakingbrandsglobal,it’sChina.”
Intheshortterm,thestrongestpromiseisinChinesemedicine,herbsandspecialtyfood,aswellasgoodsthatplaytotheromanticforeignnessofChina–whetherincosmetics,fashionormusic.SaysKevinTan,generalmanagerforChinaofmarket-researchfirmTaylorNelsonSofresinShanghai:
“There’sstillalotofmystiqueassociatedwithChina.Ifyou’retakingsomethinglikecosmetics,whichisimage-driven…suddenlyyou’vegotastrongplayer.”AlsomakingabidtogoglobalareafewtrendsettingChinesebeverageandbeerbrands.Furtherdowntheroadthereisbrand-potentialforproductssuchashomeappliancesthatcanofferqualityatacompetitiveprice.
Someofthesebrandswilleventuallygoabroadviajointventuresofmergersandacquisitions.Fortheirforeignowners,thebrandswillprovidespeedieraccesstoChina’sconsumermarketanddistributionchannels,whileatthesametimeservingtocomplementtheowners’premiumbrandsinglobalmarkets.
TheconceptofChinesebrandshasbeenevolvingthroughthe1990s,butismowgettinggreaterattentionathome.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.OtherslikeHaier,oneofChina’sleadinghome-applianceproducers,havepointedlysteeredawayfromprice,competinginsteadonproductqualityandanefficientdistributionandafter-salesservice.Inanotherexample,theAmericandirectinvestmentfirm,AsianStrategicInvestmentCorp.,orAsimco,haspositioneditsrecentlyacquiredFiveStarbeerasapremiumbrand.
Ofcourse,globalsalesdon’tmeanglobalbrands,asGreyChina’sChanpointsout.Andit’sstillearlydaysofChinesecompanies.Forastart,investmentfundsforbrandpromotionarehardtocomeby,saysChuLiangjin,theQingdao-baseddirectoroftheoverseasdivisionofChina’sTsingtaobrewery.“Nomorethan5%ofourtotalexportsalescanbereinvestedinpromotingourbrandoverseas,”explainsChu,addingthatTsingtaoistryingtopersuadetheforeign-currencyauthoritiestochangethisstandardpracticeforSOEs.Withthegovernment’semphasisonpreventingtheoutflowofforeigncurrency,thechancesoftherestrictionsbeingliftedareslim.
AlthoughtargetedatSOEs–privatecompanieshavegreaterspendingfreedom–the5%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.Althoughthecompanyhasfundedahostofpromotionalevents–donating$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.”
Haierisamongthebest–knownwhite–goodsbrandsinChina.Underthequidanceofitsdynamicpresident,ZhangRuimin,thecompanyhasturnedfrombeingaloss–makerintoanexporter.Itclaimsthatmorethan60%oftheimportedwashingmachinesinJapanaremadebyHaier,andthatintheU.S.,itholdsa20%marketsharefor36–literto180–literrefrigerators.Inthefirst11monthsoflastyear,Haier–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’spromotionbudgetaccountsforonlyapartly1%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.“ThemultinationalsthatarebuyingthesebrandsupChinesebrandsarenotgoingtorestricttheirbusinesstothedomesticmarket,”saysDayofA.T.Kearney.“Someofthesebrandsaren’tnecessarilygoingtobepitchedagainstpremiumbrandsabroadimmediately,buttheymightbepitchedinothersegmentsofthemarket.I’dlookatChinainthelong–termasbeingthesourceofsignificantcompetitionformultinationalbrandsglobally.”
TakethecaseofUnilever,oneoftheworld’slargestconsumer–goodscompanies,withannualsalesofabout$50billion.ThismammothAnglo–DutchgroupinJulyboughtLaocai,aChinesepickled–vegetableandsoy–saucebrandthatitplanstotakeglobalwithinthenextfiveyears.Unileverwouldn’tspecifyexact
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