在中国,品牌是营销者的孩子 Why Brands Should Listen to Marketers in China

中国是一个复杂的市场,尤其对于国外品牌公司,它更是巨大挑战与无限机遇并存的市场。然而,大多消费者并不在意品牌进军国外市场都经历了哪些:文化,政治和市场洞察。
China is a complex market, where the attractive sales potential comes hand in hand with tremendous challenges for Western companies. Surprisingly, the industry is full of customers that – sometimes consciously – ignore all the cultural nuances, political issues, and business insights that come with an entry strategy.

我们收集了一些拿下中国市场的失败案例与你们分享。看他们有哪些共同点?——不听营销专家言,吃亏在眼前。
Here’s our roundup of brand personas with matching cases of ‘conquering China market went wrong’. What all of them have in common?— ignoring the voice of marketing experts. 
 

1、“固执己见”:认为自己的意见不容置疑。
The “Stubborn”. My way is the right way.

 

在其他国家风生水起,不代表同样的策略在中国一样能行。因此,若顾问建议你根据调研结果进行投资,以便更好地了解当地市场、调整商业模式,这时,请不要当耳边风。除非你想像沃尔玛一样,挣扎多年:
Being well-established and successful in other countries doesn’t necessarily lead to success with Chinese consumers, just by default. So, when you meet consultants recommending you to invest in research to gain a better understanding of the market and to adjust your business model to it, don’t underestimate their suggestion. Unless you want to struggle for years like Walmart did:

 

案例一:2016“沃尔玛”
Walmart” case, 2016

在中国,消费者的喜好、消费行为因为地域差而迥然不同。自从1996年,沃尔玛在中国的第一家门店开张后,便绞尽脑汁,寻找合适的销售途径。
In China consumers in different areas differ greatly in preferences and spending behaviour. Since the opening of the first store in 1996, Walmart has struggled to find the right solution to sell a core set of products nationwide.

但是,由于不了解中国国情和政治环境,沃尔玛因为违规被罚款,甚至被强制关闭门店。
Besides, a fundamental misunderstanding of China’s political environment led the company to troubled relationships with the Chinese government that fined the retailer and forced it to temporarily close stores.

另外,沃尔玛的商业模式忽视了一个重点:中国二三线城市的发展跟不上沃尔玛当时的延伸供应链;加上沃尔玛缺乏精准的发展战略,直接导致其利润缩减、业绩萎靡。
Additionally, the company’s business model ignored that, at that time, infrastructures in lower tiered cities were not as advanced as required by Walmart’s extended supply chain.The inaccurate business strategy caused low profits and underperformance.

 

2. 不同的文化,不同的火花
The “Globalism ambassador”. One culture for all

 

受全球化的影响,品牌公司总会担心在融入异国文化的过程中,自己的文化特征也随之丢失。其实无需担忧:文化差异带来的影响没有那么可怕。
For all the good that globalization brings, there’s a persistent worry about nations loosing their cultural identities in the process. We are not quite there yet: cultural differences do matter and ignoring them may cost a lot.

 

案例二:2011   芭比
“Barbie” case, 2011

2009年,美国品牌“芭比娃娃”进军中国市场,但是女孩儿们好像并不感冒“芭比娃娃”所呈现的性感曲线。中国妈妈和女孩儿更偏爱可爱的洋娃娃,而不是充满挑逗性的娃娃。
In 2009, when the iconic American doll established its presence in China, little girls couldn’t relate to the sexy image Barbie embodies. Chinese mothers and girls preferred cute dolls over flirtatious, winking figures.

在进入一个新的文化之前,若“芭比”能了解中国文化,或许会走的更长远。
Some insights about Chinese culture here would have helped.

 

3、勇敢的心:别惧怕竞争
The “Braveheart”. Competition doesn’t scare me.

 

还是那句话,如果顾问建议你做一番调研,了解行业领军品牌/人物、所有的对手,并且分析自身优劣势,他们可不是故意刁难你。不信?你可以问eBay。
Here we go again. When marketers suggest that you do a comparative research to identify the industry leaders, all your competitors, your strengths, and your weaknesses, they are not trying to sell extra services. Ask eBay.

 

案例三:2006  eBay
“eBay” case, 2006:

在中国,eBay仍坚持运用B2C商业模式,包括服务费(在国外,买家需要支付卖家服务费)、用Paypal进行网上支付。
In China, eBay kept its auctioning B2C model, including service fees for sellers and online payment system via Paypal.

而它的竞争对手淘宝呢,胜在C2C的消费模式:价格固定、没有服务费、直接支付宝付款,简单方便快捷。
On the other end, Taobao.com was winning users’ hearts by offering a C2C model with fixed prices, no service fee and ‘cash upon delivery’ later replaced with Alipay.

短短四年,eBay不得不退出中国市场,马云也成了今天的马云“爸爸”!
The result? After only four years, eBay had to withdraw its share in the Chinese Joint Venture and exit the market, while Jack Ma… Well, we all know the story!

 

4. “了解数字营销”。
The “Digital-savvy”. Digital is cool and so am I.

 

在中国,数字营销的确是销售策略的重要组成部分;但这不意味着,只要品牌能够在网上买到,该品牌就能赢得中国消费者的心。
Yes, digital in China is a fundamental component of sales strategies now, but online success somewhere else, doesn’t mean that in China your brand will succeed just because it sells online.

中国的数字营销比较复杂,品牌千方百计地想如何使消费更加便捷。
China’s digital landscape is complex and brands are fighting tough to bring the most convenience to consumers.

案例四:2016 Asos
“Asos” case, 2016:

2013年拥有实体店,然而不到3年的时间,时尚网站Asos就关闭了当地的实体店,损失1亿英镑。
Fashion website Asos closed its local operations in China at a cost of £10m, less than three years after it launched in 2013.

这个英国线上零售商进军中国市场,不仅推广方式非常保守,也未能与当地知名平台某宝、某东合作。
The British online retailer entered the market with a rather conservative social media approach and didn’t partner up with well-established platforms like Tmall or JD, more familiar to Chinese consumers.

最终,英国零售商低估了中国网上消费的后劲,也没有很好地为自家产品定位价格。结果,就像平时不听老师划重点,前一天才知道第二天要考试!
Last but not least, the British retailer ignored how well-informed Chinese online consumers are, and didn’t localize its pricing strategy. That’s what happens when you skip homework!


别误会,说这些并不是要吓唬你。我们只是想告诉那些计划进军中国市场的品牌商可能会面临的潜在风险。如果看了这份冗长的“失败的品牌营销案例”清单之后,你仍然觉得动力十足,那么你应该已经准备好在中国开始你的项目了。
接下来,我们会推送一些文章帮助大家避开上述失败案例里出现的问题,并提供更多的选择,请保持关注

NOTE: Don’t get us wrong, we are not trying to scare you. We only want to warn you about the potential risks that your brand may have to face while entering the Chinese market. And if after this long list of “brands that did wrong” you haven’t given up yet and still feel motivated, then you are ready to start your project in China!
In the following articles, we’ll post about choices that may help you avoid the mistakes listed above. Stay tuned! 

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