【2009.10.07 商业战略创新网博文】中国60年国庆快乐！——我们何时能见到中国全球性品牌的展示呢？

rhapsody

【中文标题】中国60年国庆快乐！——我们何时能见到中国全球性品牌的展示呢？
【原文标题】Happy 60th Anniversary China! - When Are We Seeing A Parade Of Chinese Global Brands?
【登载媒体】商业战略创新网（Business Strategy Innovation）博客
【来源地址】http://www.business-strategy-inn ... iversary-china.html
【原文作者】Idris Mootee（他是idea couture，一家战略创新和体验设计公司的首席执行官）
【译者】rhapsody
【声明】本译文供Anti-CNN使用，未经AC或译者许可，谢绝转载。谢谢合作！

Happy Birthday China! China celebrated its rise to a world power over 60 years of Communist rule recently, showing the world their capabilities in its biggest-ever parade of state-of-the-art military hardware. It has come a long way and still has a long way to go. I attended a cocktail party this evening and talked to many China observers on what this means to the world. And for multi-nationals?
中国生日快乐！中国近来庆祝其在共产党领导下60年崛起成为世界大国，通过其迄今最大的尖端军事设备阅兵式向世界展示了自己的能力。中国已经走过了很长的一段路，也还有很长的路要走。这个夜晚我参加了一个鸡尾酒会，和许多中国观察员谈到这对于世界意味着什么。而对于跨国公司来说这又意味着什么？

This week I've been busy working on developing our China footprint or more precisely Shanghai is our beachhead office. I am excited but at the same time well aware of the challenges operating in that environment. Everything you know can be wrong overnight. No experts can tell you what's your market is like today and how it is changing tomorrow.
这个星期我忙于拓展我们在中国的足迹——更准确的说，我们的滩头办事处是在上海。我感到兴奋，但与此同时也感觉到了在那种环境下运营的挑战。你所知道的一切一夜之间就可能变成是错的。没有专家能告诉你市场今天是怎样的而明天又会如何变化。

China's rapid urbanization will further change the social architecture of the country and causing pains. According to some McKinsey research, in 2025-2030 one in five of the global city dwellers will be in Chinese cities. Based on current trends, China in 2025 will have 221 cities with more than one million people compared to Europe with 35. 25 of China's cities will have more than 5 million people. China's cities in 2025 will generate about 95% of its GDP (versus 75% today). Of the 350 million people added to Chinese cities by 2025 (about the population of the USA) 240 million will be migrants.
中国的快速城镇化会进一步改变国家的社会架构并引发阵痛。根据麦肯锡的某项研究，2025到2030年期间，全世界每五个城市居住者就有一个在中国。基于现时的趋势，中国在2025年将有221座超过百万人口的城市，相比之下欧洲只有35座；而其中25座中国城市的人口将超过五百万。中国的城市在2025年将创造该国95%的国内生产总值（对比如今的75%）。到2025年中国城市新增的三亿五千万人口（相当于美国的人口）中，有两亿四千万将会是移民。

Asia's emerging economies are already leading the way for a recovery, or was there a recession at all? It depends on how you look it at. Chinese societies are just taking a baby step to transform to a consumer society. As many US consumers are transforming out it (not sure if it possible at all). Are the largest global consumer companies ready for this momentous shift?
亚洲新生经济体已经在引领复苏之路，还是终将迎来衰退？这取决于你如何看待这个问题。中国社会只是朝消费型社会的转变迈出了一小步。而许多美国消费者正从中转变出来（不确定是否真的可能）。最大的全球性消费品公司都准备好应对这一重大变化了吗？

McKinsey's advice is that even the most sophisticated multinationals must change significantly to realize Asia's growth potential. The region is as diverse as it is vast. Its markets come in a bewildering assortment of sizes and development stages, and its customers hail from a multitude of ethnic and cultural backgrounds. Their tastes and preferences evolve constantly. The speed and scale of change in Asian consumer markets can surprise even experienced executives. To meet the challenge, global companies will have to organize themselves regionally to coordinate strategy and use resources in the most efficient way while at the same time targeting the tastes of consumers on a very local level.
麦肯锡建议，即使最老练的跨国公司也必须作出明显改变以实现亚洲的增长潜力。该地区正如其广袤的疆域一般多样化。其市场令人费解地混杂着不同的规模和不同的发展阶段；其消费群来自不同的民族和文化背景；其品味和偏好在不断地变化。亚洲消费品市场转变的速度和幅度能让经验老到的决策人员都感到惊讶。为应对这一挑战，全球性公司必须对自身进行区域性的组织，以协调战略并最有效地利用资源，与此同时在相当地方化的层级上瞄准消费者的品味。

The structural changes required by China's entry into the World Trade Organization (WTO) and the broader demands of economic globalization and the information revolution will generate significantly new levels and types of social and economic disruption. China has proven politically resilient, economically dynamic, and increasingly assertive in positioning itself for a leadership role in Asia. And becoming a global power.
中国加入世界贸易组织所要求的结构性转变、经济全球化的更广泛要求以及信息革命的影响，将引发新层次、新类型的社会经济纷扰。中国已显示出了政治上的弹性、经济上的活力，以及对自身在亚洲领导角色上越发自信的定位。中国亦已成为全球大国。

For those Chinese brands, they are all gearing up to play the global game and most are not well prepared. China's domestic market is becoming ever more crowded and a strong domestic market will power up Chinese brand for international expansion. There is an urgent call for Chinese companies to master new skills that traditionally reside with non-Chinese multinationals such as marketing, branding, talent development, customer service, M&A management etc. It is not an easy path.
对那些中国品牌而言，它们正在为参与全球竞争作好准备，但它们中的大多数并没有准备好。中国的国内市场正变得日益拥挤，而强势的国内市场会推动中国品牌进行拓展国际市场。中国公司迫切需要掌握传统上属于中国以外的跨国公司的一些新技巧，比如市场营销、品牌营销、人才开发、客户服务、并购管理，等等。而这并非坦途。

Take Lenovo for example, they are facing challenges both domestically and internationally. Lenovo is losing ground to rivals and Yang is replacing Amelio as CEO. Liu Chuanzhi, the company founder who stepped aside after the IBM deal, will return as chairman. It is a big setback. Despite a $93 million profit in domestic sales, overall results were hit by the losses in overseas sales and admitted that Lenovo was a "weak competitor" in the US and Europe. Weak is not a strong enough word to describe their marketing, pricing as well as distribution strategies. They still need to go global. Liu said in a press release. "But at this important time we want to pay particular attention to our China business as it represents the foundation of our global business and growth strategy."
以联想为例，他们正面临着国内和国际市场的双重挑战。联想输掉了一些市场份额给竞争对手，杨元庆将取代阿梅里奥的首席执行官位置。而在并购IBM的PC部门后曾一度退居幕后的公司创始人柳传志，将复出担任（董事局）主席。这是个大挫折。除了国内销售所创造的9300万美元利润以外，总体业绩受到了海外销售亏损的冲击，这反映出联想在美国和欧洲是“弱势竞争者”。谈及其市场营销、定价和分销策略，用弱势这个词并不过分。他们依然需要发展全球化。柳传志在一篇新闻稿里如是说，“但值此重要关头，我们要特别关注中国市场业务，因为这是我们全球化业务和发展战略的基础。”

The first problem is there is simply a lack of real global strategy and I don't mean just a product strategy. Lenovo's second challenge is a flawed sales and marketing strategies. They overrated their brand power and there aren't much outside China. Replace the Thinkpad logo too fast. Lenovo failed to understand that blurry branding and not giving enough thoughts to pricing strategy.
（对联想而言）首要的问题是缺少真正的全球化战略，我所指的也不止是产品战略。其次联想的问题在于其存在缺陷的销售和市场营销战略。他们高估了自己的品牌吸引力——在中国以外并没有那么大。（联想）太快的换掉了Thinkpad标志。联想未能理解模糊的品牌营销之道，在定价策略方面也欠缺周全的考虑。

Going global is not so simple. It is even more complex today with the Internet making information transparent, geo-politics and diverging consumer tastes. The most common mistake is companies see globalization as taking a superior (usually by false assumption) business model, product platform, branding and quickly adapting to another country. Oh yes it is about scale and that alone is not strategic.
发展全球化并不简单。而在互联网使信息透明化、地缘政治和消费品味多样化的今天，情形就变得更加复杂了。诸多公司最常见的错误莫过于把全球化当作一种优越的商业模式、一个优越的产品平台、或是一种优越的品牌战略（通常是出于错误的假设），并以为发展全球化就能很快地适应另一个国家。没错，规模是重要的，对单有规模并不具备战略意义。

The right approach is to rethink your business model globally, not taking an existing business model and adapting it to China or India. First step is to identify key differences in customer needs (often opposite) and understand how to answer to those needs. Not stripping down of an existing product line and call it localization. The real strategic focus should not be on the tension between global scale economies and local considerations as it blinds companies to the very real opportunities. Instead, spend plenty of efforts to exploit the differences and in their rush to exploit the similarities across borders, multinationals have discounted the original global strategy: arbitrage, the strategy of difference and design your business around those differences.
正确的方法是以全球化的视角来重新思考自己的商业模式，而不是把现有的商业模式套用到中国或印度。第一步是要识别客户需求的关键差异（通常是相反的）并想好如何应对这些需求。不是卸掉现有的产品线就称为本地化了。真正的战略重点不应放在全球规模经济和地方性考量的牵扯上，因为这会使公司丧失对真实机遇的判断力。反过来，应把大量精力放在挖掘差异上，运用差异化的战略，围绕这些差异来规划自己的业务；在对跨国界相似之处的蜂拥开发时，跨国公司已经不把原先的全球战略——套利当真了。

As more and more companies like Lenovo are slowly emerging on the global stage, they should put more thoughts on what strategies are available (Chinese firms prefer to spend money on feng sui consultants and not strategy consultants) and what implications do they pose for their more-established competitors from developed markets? How are these companies building marketing talent (a big limitation), leveraging low costs, and market access in their home countries? How do they approach global market entry, organizational development, and mergers and acquisitions? What opportunities do such companies present to Western multinationals? A feng-sui man cannot really give you answers on those strategic questions.
越来越多像联想这样的公司正缓慢地走上全球舞台，它们应该更多地思索：有什么可用的策略？（中国公司喜欢花钱请风水师而不是策略顾问）以及这些策略对那些在发达（国家）市场上扎根更深的竞争对手有什么含义？这些公司在本国是如何构建营销团队（这方面的能力有相当大的不足）、调度低成本和市场渠道的？它们又是如何迈入全球市场门槛，进行组织化发展和并购的？这些公司给西方的跨国公司提供了哪些机会？风水师并不能为你回答这些战略性的问题。

yangfan

是呀，这个问题是很大的问题，我们的瓶颈

curiouspuppy

这样的城市化规模将严重考验中国生态环境的承载力，即使我们有比英国更大的地方去处理城市垃圾，也难以应对其他环境污染问题，尤其是中西部生态环境更加脆弱，那里不可能完全套用东部地区先污染再治理的道路。这些都急需绸缪。

我觉得联想如果有问题的话首先是产品的问题，产品的各个性价方面是否对消费者有吸引力。最近一年来逛电脑市场时，我总觉得索尼和苹果已经将其他品牌甩开距离。如果不是联想的本土优势和品质稳定或许更糟。现在醒悟看清局势还不算晚吧。