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从拿铁咖啡到蜘蛛侠

2018-03-04 12页 doc 38KB 14阅读

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从拿铁咖啡到蜘蛛侠从拿铁咖啡到蜘蛛侠 从拿铁咖啡到蜘蛛侠:全球品牌在中国和印度的营销战略 星巴克(Starbucks)的咖啡是怎样进入中国这样一个茶文化大国的呢,当提到“办公用品代理”这个词的时候人们一脸茫然,面对此情此景外国营销人员应当如何反应,企业如何才能获得中国这个大市场的购买力和吸引越来越多的年轻人的眼球,最近在纽约召开的题为“中国和印度的营销之路:现实与未来”的研讨会就对上述问题进行了深刻的探讨。本次会议由哥伦比亚大学国际商务教育与研究中心(Centers for International Business Education...
从拿铁咖啡到蜘蛛侠
从拿铁咖啡到蜘蛛侠 从拿铁咖啡到蜘蛛侠:全球品牌在中国和印度的营销战略 星巴克(Starbucks)的咖啡是怎样进入中国这样一个茶文化大国的呢,当提到“办公用品代理”这个词的时候人们一脸茫然,面对此情此景外国营销人员应当如何反应,企业如何才能获得中国这个大市场的购买力和吸引越来越多的年轻人的眼球,最近在纽约召开的为“中国和印度的营销之路:现实与未来”的研讨会就对上述问题进行了深刻的探讨。本次会议由哥伦比亚大学国际商务教育与研究中心(Centers for International Business Education and Research at Columbia University)、宾夕法尼亚大学(University of Pennsylvania)和加州大学洛杉矶分校(University of California at Los Angeles)联合主办,来自全球知名企业的专家分享了他们跨国行销的经验。 沃顿管理学教授马洛?吉兰(Mauro Guillen)在会上主持了一场题为中国的品牌营销趋势与问题的专题讨论。他说,“跨国公司一直在适应具体市场的情况,问题是这样会让物流问题更加复杂。所以这需要管理,这不仅是发展的需要,也是赚钱的途径。” 创建拿铁文化 全球最知名的咖啡零售商是如何让自己的咖啡走进中国这个茶文化国家的,星巴克总监兼法务马克?阿克-福德曼(Mark Aoki-Fordham)说,“我们的核心战略就是让我们的门店在中国遍地开花。”鉴于中国以小家庭居多,星巴克把自己的咖啡馆定位为工作之余消遣的地方,使之成为“重要的会议室与社交区域。”此外,星巴克还非常重视门店的客户服务,提供各种绿茶与食品等商品。就连咖啡馆本身也与周围的环境融为一体。“从建筑的角度来说,我们尽量让自己的门店融入周围环境的氛围。” 尽管如此,吸引顾客前来喝上一杯卡普基诺仍然绝非易事。阿克-福德曼指出,“我们仍然在不断地说服顾客,我们的咖啡是随时可以享用的最好美味。但我们也发现他们对我们的品牌还不是非常忠诚。他们喜欢星巴克的品牌;愿意来买上一杯咖啡,手里端着我们的咖啡边走边喝,但喝完了他们可能在里面装满其他品牌的咖啡~” 为了加强品牌宣传和提高顾客忠诚度,星巴克在中国掀起了大规模的营销活动,甚至也象在美国一样大肆宣传自己为环保所做的努力。阿克-福德曼说,“因为企业社会责任是星巴克品牌的基石,我们参与了许多相关的社区项目,即使此类项目在中国的规模还不是很大。”此外,星巴克还开展了一系列的本地化营销活动。“我们发起新颖的在线竞赛,邀请用户在线设计贺卡并发送给自己的朋友;我们还利用上海地铁视频媒体播出偶像剧。” 那么中国的顾客真的与生俱来就比其他国家的顾客缺少忠诚度吗,对此,专题小组成员、施乐(Xerox Corporation)前任全球客户执行总监罗杰?麦克唐纳(Roger McDonald)是这样解释的:“中国的顾客通过什么渠道来了解品牌呢,他们没有可以参考的信息——他们的父辈没有这种体验。他们只能自己亲自去尝试。所以营销人员需要思考的问题是:你们的宣传是否到位以及顾客的体验到底如何,别忘了中国和其他地方不一样,这里还没有由上一辈或者同僚推荐品牌的传统。” 美国运通公司(American Express)高级副总裁杰西卡?祖伯(Jessica Zoob)对于如何提高品牌在中国市场的行销潜力提了些建议。她认为顾客最终选择的品牌很大程度上取决于他/她在门店的体验。她说,“在中国顾客对于耐用消费品的忠诚度比对快速消费品要高。他们特别喜欢国内品牌,而且零售商与顾客之间的关系是相互影响的。”另外,他们经常是走进商店买一种品牌,结果却买了完全不同的另一种品牌。“在中国,销售人员对顾客选择商品有着巨大的影响力。正因为顾客通常会在最后一刻改变主意,所以零售商必须对店里的情况了如指掌。” 祖伯还强调要重点推介产品的功能而不是从情感入手。她说,“销售人员要解释产品是„什么?以及„为什么?要买这个产品。顾客可能不了解某些产品,譬如去屑洗发水。”她认为“融入到当地市场”非常重要,即必须关注当地顾客喜欢哪一套,譬如他们是喜欢姚明(Visa卡广告代言人)还是亨利?基辛格(Henry Kissinger)(美国运通的广告代言人)。跨国企业营销的时候还必须考虑到当权的政府。“在中国的一切活动都要从长远考虑,这是政府的思维,所以你必须要调整自己的思维定势。 ”换句话说,在中国建立品牌需要时间,在市场中建立地位并非一蹴而就。 重塑超级英雄 专家在下午举行的一场关于印度次大陆的营销趋势与问题的专题讨论中指出,印度的重要特征就是这个国家的年轻人数量急剧增加。联合利华凡士林全球品牌拓展总监费尔南多?马查多(Fernando Machado)说,在印度我们还是通过传统的电视渠道来吸引目标消费群体,但也会利用手机、报刊杂志、收音机和网络。“与广告牌相似的海报也很有用,可以悬挂在乡村地区的公路边。”凡士林在印度的销售中有半数都是迷你型的套装,另外小的香粉也很热销,所以了解当地顾客的购买习惯,然后相应地调整自己的产品尺寸也非常有帮助。马查多警告称,虽然通过新媒体或者其他通讯手段吸引未来一代年轻人的注意非常重要,“但也不能疏漏了现有的顾客群体。” 流动喜剧公司(Liquid Comics)曾经邀请西方与印度当地知名人士共同出演动漫角色。公司CEO莎拉德?德瓦拉贾(Sharad Devarajan)指出,对于他们公司的产品而言,直接融入当地的文化非常重要,譬如蜘蛛侠在印度就变身为“帕维特?普拉哈卡(Pavitr Prabhakar)。”“我们没有把他塑造成彼得?帕克(Peter Parker)那样的书呆子,因为在印度这样的角色并不会遭到人们的鄙视,相反,我们选择让这个角色来自乡村。”虽然西方品牌在印度还是有些高不可攀,但他们现在的民族自豪感已经加强了。所以“我们不能再强迫印度消费者接受西方文化。”但如果某种印度产品在海外的销售很红火,那它在印度本土也会卖得更好,更容易被接受,似乎自己的品质已经得到了某种证明。 吉兰说,“国外的品牌很受推崇,但也有人会认为它无法满足当地的需求。”办公用品供应商史泰博(Staples)对于如何对自己的产品稍做改变,使之适应不同的市场需求非常拿手。史泰博全球副总裁卢卡斯?吕克尔(Lukas Ruecker)针对公司如何在中国和印度进行品牌行销做了演讲。他说公司没有固守在其他市场销售的产品,反而是根据不同的文化修改自己的产品。 史泰博在中国通过产品目录、直接行销、广告牌及其他各种户外广告等手段行销,另外它还 利用中国消费者越来越重视信用的心理。吕克尔说,“我们发现在中国购买办公用品通常都 是货到付款,于是我们通过允许用信用卡结帐吸引了众多的客户。我们的独特之处就在于, 我们是提供信用卡服务的办公用品供应商。”但史泰博在中国的主要业务是办公家具以及附 加的装修服务。“我们提供办公室家具和办公室设计服务,我们的客户包括中国政府部门, 我们也为北京奥运会等大型活动提供服务。” 由于印度法规限制对零售业的外国直接投资,史泰博与未来集团(Future Group)旗下的 零售业务部设立合资企业,主营手提电脑(包括苹果电脑产品)、数码相机等电子产品。吕 克尔说,“在印度,人们对办公用品还很陌生,同样对可靠服务、准确结算和固定价格的价 值主张也还不了解。而且印度人对我们的名字„史泰博?也有不同的理解:他们认为这个名字 让人联想到面粉和大米之类的。所以我们必须克服这些困难。另外顾客对于一些常见的零售 活动也缺乏了解,譬如他们不知道什么是„返校大平卖?。” 为了更好地宣传公司品牌,史泰博在《印度时报》(Times of India)等大型报刊发起了 大规模的广告攻势。另外,公司还在自己的品牌标志上添加了一句特别的标语(“这里有你 想要的技术和文具”("Everything in technology and stationery"))和图标,上面画 有椅子、手提电脑和打印机等,以便顾客清楚地了解史泰博的产品内容。当然公司规模以及 英美客户中的口碑确实是史泰博的优势所在,而且它发现当地办公用品供应商的产品质量很 不可靠。譬如,一包号称有500张的纸,最终的实际张数可能并不到500。 但无论是推崇“大包”销售模式的史泰博,还是其他任何进入印度市场的大型跨国企业, 是否会引起呼吁保护当地“夫妻老婆店”人士的强烈反对还不得而知。吉兰说,“中国和印度 都发生过这种情况,但我们还不知道是否会受到影响。我想可能再过10年20年,光顾小 商店的顾客就会被我们吸引过来。” From Venti Lattes to Spider-Man: Adapting Global Brands for Success in China and India How can a company like Starbucks sell coffee to a nation of tea drinkers? What should Western marketers do when the mention of “office supplies” generates blank stares abroad? And how can firms tap into the purchasing power and desires of a huge, growing youth population? These were among the challenges discussed at a recent conference held in New York City titled, “Branding in China and India: The Reality and Future.” Jointly hosted by the Centers for International Business Education and Research at Columbia University, the University of Pennsylvania and the University of California at Los Angeles, the event featured panelists from well-known global enterprises who shared their advice for successfully taking brands across national borders. “Multinationals adapt locally all the time,” says Wharton management professor Mauro Guillen, who moderated a panel on branding trends and issues in China. “The problem is that it may complicate logistics. So it needs to be managed, but it is both a necessity [for growth] and a way of making money.” Creating a Latte Culture What does the world?s most famous coffee retailer bring to the table in a land where green tea is the beverage of choice? “Our core strategy is to achieve presence in China through the ubiquity of our stores,” said Mark Aoki-Fordham, director and corporate counsel at Starbucks Coffee Company. Since homes in China tend to be small, Starbucks positioned its cafes as an attractive place to spend time between home and work, becoming a “critical meeting place and social nexus,” he said. In addition, the company focuses very heavily on customer service in China and offers a variety of green tea-based beverages as well as food and other products. Even the buildings themselves give a nod to their environment: “Architecturally we make sure our locations are integrated into their surroundings,” said Aoki-Fordham. Nonetheless, getting consumers to crave a cappuccino fix hasn?t been easy. “We are still trying to educate Chinese customers about why our coffee is a good beverage to drink at all times of day -- and we?ve found that they are not the most loyal,” Aoki-Fordham noted. “They love our brand; they?ll come in and buy a cup of coffee, and they?ll keep the cup with our logo facing forward as they walk, but they?ll refill it throughout the day with other brands of coffee!” To increase brand visibility and foster more loyalty, Starbucks has engaged in a number of marketing programs in the country, even remaining true to its U.S. image as an advocate of sustainable practices. “As corporate social responsibility is a cornerstone of our brand, we engage in relevant community-based programs, even though such activities are not so big in China,” Aoki-Fordham said. The company also does local integrated marketing. “We have innovative online contests and allow people to design cards and send them to friends; we even have a soap-opera episode campaign on video screens in Shanghai subways,” he said. But are the Chinese really inherently less loyal to brands than other consumers? Panelist Roger McDonald, outgoing executive director for global accounts at Xerox Corporation, offered an explanation: “Where are they going to go for information? They have no references -- their parents didn?t have those brands. They have to try the brands out themselves. So the question for the marketer is: Are you getting your message out, and is the client experience a good one? Remember that there is no history [in China] of elders or peers to [recommend] brands as there might be elsewhere.” Jessica Zoob, senior vice president at American Express, had some advice for how brands could help boost their purchase potential in the Chinese market. She noted that the brand a customer ultimately chooses can depend heavily on what happens inside a retail location. “Loyalty scores in China tend to be bigger for stuff that lasts than for fast-moving consumer goods. [Consumers] are particularly interested in domestic brands, and the relationship between a retailer and the consumer is very transactional.” She added that customers often go into a store intending to buy a particular brand and end up purchasing something entirely different. “In China, the salesperson at the point of purchase has tremendous influence over products, so it?s important to control what?s happening because of this last-minute switching.” Zoob also emphasized the need to promote a product?s functional attributes over emotional ones. “Explain the „what? and „why? of a product. Customers might not know what some products are, like dandruff shampoo.” She added that it is important to “be Chinese” -- to pay attention to what works in that marketplace, like endorsements by personalities like Yao Ming (used by Visa) or Henry Kissinger (used by American Express). Western marketers also need to think “in [terms of] dynasties,” she said. “Everything in China is long term -- that?s how the government thinks, and you have to have a different mindset.” In other words, brand building in China takes time, and clout in the marketplace isn?t achieved overnight. Reinventing Superheroes In India, the big story is the country?s exploding youth population, said panelists in an afternoon discussion on trends and issues in the subcontinent. Fernando Machado, global brand development director for Unilever?s Vaseline product line, said that television was still the medium of choice to reach the company?s target consumers in India, but mobile, print, radio and Internet were also useful. “Wall painting -- the equivalent of billboards -- is important as well, as is doing road shows in rural areas,” Machado noted. Half the sales of the Vaseline brand in India are from mini-size units, and small sachets are also a top seller, so understanding how consumers purchase the product and adapting unit sizes accordingly is very helpful, too. Machado cautioned that while it is important to make brands relevant to the next generation -- for instance, by using new media and other communication channels -- “you don?t want to alienate the existing base, either.” Sharad Devarajan, CEO of Liquid Comics, which creates comic properties involving both well-known Western and original Indian superheroes and other characters, noted that for his products, it was important to engage the local culture very directly. Spider Man, for instance, was reinvented as “Pavitr Prabhakar.” “Instead of being a nerdy bookworm like Peter Parker -- because that wouldn?t be looked down on in Indian culture -- we gave him a village background,” explained Devarajan. He noted that although there is still a bit of a cachet attached to Western brands in India, there is more national pride now, so “you can?t force-feed [Indian consumers] the West anymore.” Still, when an Indian product does well overseas, it validates it and makes it more popular and acceptable in India, said Devarajan. “Foreign brands have glamour, but they can also be perceived as not adapted to local needs,” Guillen says. Tweaking a brand slightly to adapt it to different countries is something that office supply retailer Staples is very familiar with, according to Lukas Ruecker, the company?s vice president for emerging economies. Ruecker presented a case illustration demonstrating how the company branded itself in both China and India. Instead of trying to stick to the exact product offering they have in other markets, Staples has altered its mix to suit each culture. To market their offerings in China, the company uses catalogs, direct marketing, billboards and other outdoor ads. Staples also tapped into the growing desire for credit among Chinese consumers. “In China, office products generally had to be paid cash-on-delivery. So we made a credit card available to customers, which was huge. We were the office products supplier that provided a credit card -- that was our differentiator,” Ruecker said. A large part of Staples? China business, however, is in the furniture category, with an added furnishings service. “We offer furniture and design services for offices, including for the Chinese government, for events such as the Beijing Olympics, etc.” In India, because of regulations limiting foreign direct investment in the retail sector, Staples operates in a joint venture with the retail arm of Future Group and focuses on laptop computers (including Apple Computer products), digital cameras and other electronics. “The office product category was largely unknown in India,” noted Ruecker. “So was the value proposition of reliable service, proper billing and fixed prices. Also, our name -- „Staples? -- had a different meaning [in India]: People thought it meant flour, rice, etc. So we had to overcome that, as well as lack of customer knowledge of retail events such as „Back to School? sales.” To better explain the Staples brand, the company used massive ad campaigns in large newspapers like the Times of India. Staples also added a special tagline (“Everything in technology and stationery”) and icons to its logo, depicting a chair, a laptop, printer, etc., to clearly express what consumers would find there. What Staples did have as an advantage was its size and reputation among customers who knew it in the U.S. and U.K. The company found that the wares that small businesses bought from local office products stores in India were unreliable -- for instance, a package of paper would claim to have 500 sheets, but in reality there could sometimes be fewer. What?s not clear, however, is whether Staples? “big-box” retail model -- or any other large multinationals entering these markets -- will engender a backlash from communities decrying the demise of local “mom-and-pop” stores. “This is happening in both China and India, but we still don?t know the effects,” Guillen says. “I think it will take 10 or 20 more years to see a true crowding out of small shops.”
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