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Had Enough Of 'Made In China'? Get Ready For 'Brands From China'
受够了‘中国制造’?那‘中国品牌’更有你受的
Avi Dan
11/28/2011 @ 11:34AM
http://www.forbes.com/sites/avidan/2011/11/28/had-enough-of-made-in-china-get-ready-for-brands-from-china/
Where are China’s brands on Western retail shelves and in the car showrooms? There are thousands of local Chinese brands, but few have ventured onto the world stage. There are no Chinese brands on Interbrand’s list of the top 100 top brands in the world. Perplexing perhaps, as conditions for global brand development seem to be in place.
在货架上和车展上很少看到中国品牌。虽然中国有成千上万自己的品牌,但只有少数能打进世界舞台。在Interbrand((有译成“英特品牌”),全球最大的品牌管理顾问公司)的前100名名单中没有一个中国品牌。不过也许全球品牌的走向要重新定位了。
First, there’s the financial resource. China has 37 companies on the Fortune 500 list. Many Chinese firms have the scale to invest in global brands if they choose to. And they advertise. China’s ad spend grew from $7 billion a year in 2000, to $38 billion 11 years later, making China the second largest advertising spender in the world.
首先就财政资源来看。在财富500强中,中国公司占了37。要是中国公司开始考虑的话,他们是有实力去投资自己的品牌的。还有广告,中国的广告投入从十一年前的70亿美元已经增加到现在的380亿美元,是世界第二大广告投入国。
Second, there’s a vast local market for brands. Chinese consumers love brands. The Chinese word for brands means “Famous Brand ” and fame is an important component of Marketing. The Chinese don’t trade down to generics.
其次,中国是这些品牌的巨大市场。中国消费者喜欢品牌/名牌。牌子的中国意思是名牌,而且出名是市场推广的重点。中国人还是相信名牌的。
And third, there is the financial incentive. China earns only $4 for an iPod that retails at $199 in the U.S. The big money goes to the brand.
第三,就是消费者的支持。中国只赚4美元的iPod却在美国卖199美元。巨大的差价全堆到名牌上了。
It is paradoxical, says Miles Young, CEO of Ogilvy, whose agency is the largest in China. When it comes to capturing more of the value chain, the Chinese are more comfortable sticking with the assembling other peoples’ products than with developing their own brands. He believes that two things impede the emergence of Chinese brands on the global stage. First, Chinese firms have yet to discover the value of market research in order to identify opportunities in foreign markets; and second, Chinese firms need to adopt matrix management structure, defining how P&L owners work together with global, regional, and local management.
But Mr. Young expects this change rapidly. The Chinese, he points out, are an innovative, with strong salesman-like instincts. Switching from assembling to a creating, from an engineering mindset to inventing, will inspire Chinese brands to export. Chinese aesthetics travel well, and cultural values, if not the political, are becoming universal.
This year Ogilvy became the first ad agency to launch a China Practice in New York to serve the growing need for communications services by China-based companies as they move into international markets. The practice is headed by Lyndon Cao, former General Manager of the China Daily (China’s national English-language newspaper).
During the world’s first Industrial Revolution, which began in England, branding was slow to develop. It emerged about a hundred years after production became mechanized. It won’t take China that long to globalize its brands. Jim Press, Chrysler’s Vice Chairman and former head of Toyota in North America offered this perspective on the future of Chinese brands in this country. It took the Japanese car manufacturers 20 years to establish themselves in this country. It took the Koreans 10 years. It would take the Chinese less than 5 years once they rev up the brand export machine, says Mr. Press.
有空可能会再捣弄下剩下的,但也许有其他人译出来了。
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