中國地品牌建設(shè)-外文翻譯（可編輯）畢業(yè)論文

中國的品牌建設(shè)-外文翻譯外文翻譯原文Title:buildingbrandsinchinaMaterialSource:《themckinseyquarterly》Author:MckinseyArticleataglance:Chineseshopperslovebrandnames,butcompaniesarehavingadifficulttimetranslatingthesepreferencesintorevenues,intheformofeitherincreasedmarketshareorpremiumprices.Butourmarketresearchsuggestswaysforcompaniestoturnconsumersintoloyalcustomers.SalespeopleinChinahavetremendousswayoverthedecisionsofcustomers.Point-of-salepromotionscanbeaneffectivewayofaddressinglast-minuteswitchingandgettingproductsintothehandsofconsumers.Comparedwithdevelopedmarkets,messagesthatfocusonfunctionalfeaturescanbemoreimportantinChina,sincemanyproductcategoriesarenew.Thispreferencewillprobablychangeasshoppersbecomemoreexperienced,butthepacewillvaryfromoneproducttothenext.ConsumersinChinaalsohavestrongnationalpride,somultinationalcompaniescouldloseimportantsegmentsbyseemingtooforeignThestreetsofChina'scitiesarealightwithneontoutingbrandnamesfromallovertheworld.Consumerseagerlytrawlthesemarkets,pickingupNikeshoes,Samsungmobilephones.Haierhomeappliances,andmanyothertop-labelproducts.OurresearchshowsthattheChineseconsumerisenamoredofbrands.Incategoriessuchasconsumerelectronicsandfoodandbeverages,morethan80percentoftherespondentstoasurvey1saidthattheybuynamebrandsatleastoccasionally.What'smore,69percentwouldbuymorebrandedgeariftheyhadenoughmoney,ascomparedwithabout57percentintheUnitedKingdomandtheUnitedStatesFormarketers,theproblemisthatdespitethisinfatuationwithbrands,Chineseconsumersdon'tconsistentlybuythesameonesoreventhosetheyprefer.Pricedifferencesandpoint-of-salemarketingvehiclescanchangeaconsumer'sbehaviorinaheartbeat.Askedtochooseamongthreeleadingtelevisionbrands?twoforeignandonedomestic?49percentofthesurveyrespondentssaidtheywouldpickSonyifpricesweresimilar.ButouranalysisshowsthataSonypremiumofjust10percentoverthepriceofaTVfromChangHongaleadingdomesticbrandcouldmakeaboutathirdofthepeoplewhosaytheypreferSonychooseitsChineserivalinstead.Indevelopedmarkets,companiesthatenjoythelevelofbrandpreferencethatSonyTVsgarnerinChinacanroutinelychargepricepremiumsofupto40percent.AndconsumerelectronicshadsomeofthehighestbrandpreferenceandloyaltyscoresamongallthecategoriesinourChinesesurvey.Chineseconsumersoftenchangetheirmindsatthelastminute,respondingtoin-storepromotionsorasalesperson'ssuggestion.Ofourrespondents,65percentsaidthattheyoftenleaveastorewithadifferentbrandthantheonetheyintendedtopurchase.Justasmanysaidtheyalmostalwaysbuywhat'sonsale,evenifit'snottheirfavoritebrandsuchattitudestowardpriceandin-storepromotionscreateatransactionalrelationshipbetweenconsumersandbrands.Nomatterwhatbrandpreferencesaconsumertakesintoastore,there'snocertaintyaboutwhichbrandwillactuallygetthenod.Theresultisaroller-coasterride:marketshareinChinacanriseabruptlyandthenplummet.In2002,forexample,MotorolaandNokiacommandedabout40percentoftheChinesemarketformobile-phonehandsets.By2003,despiteaverystrongreputationamongconsumers,theircombinedsharehaddroppedtolessthan30percentasbuyersswitchedtocheaperdomesticbrands.By2005MotorolaandNokiahadregainedmarketleadership.Severalfactorsinfluencedtheshift,butthespeedofthechangeisaclearsignofthefickleattitudesofChina'sconsumersandthedifficultyofturningpreferencesintorevenuesBrandloyalty,itseems,isnotonlygenerallylowbutalsovariesconsiderablyfromoneproductcategorytothenextinwaysthatcouldsurprisecompaniesaccustomedtodevelopedmarkets.LoyaltyscoresinChina,forexample,areabout50percenthigherforconsumerelectronicsthanforfast-movingconsumergoodssuchassoftdrinksandpersonal-careitems.USconsumers,bycontrast,aremuchmoreloyaltosodasandothereverydaypurchasesthantoconsumerelectronics.Onereasonforthedifferenceisthatthepriceofatelevision,say,representsagreatershareofafamily'sincomeinChinathanintheUnitedStates.Lower-pricedproductsgivetheChineseroomtosampleabroaderselectionofnewlyavailableofferings,andthewiderangeofproductsencouragesexperimentationratherthanloyalty,whileindevelopedmarketsthenoveltyhaswornoffandconsumershavealreadysettledontheirfavoritesGiventheflexibleattitudeofmanyChineseconsumers,howshouldmarketersbuildtheirbrands?Ourresearchrevealedthepotentialofpoint-of-salemarketingtechniques.Wealsofoundthatmanyconsumersrespondtoappealsthathighlightfunctionalattributessuchasperformancefeaturesforsomeproductsandtonationalisticappealsforothers.Knowingwhichbuttontopush,andwhen,couldencouragegreaterbrandloyaltyTheimportanceofpoint-of-salemarketingAdvertisingrevenuesatCCTV,China'snationaltelevisionnetwork,morethandoubledfrom2000to2005,jumpingto12.4billionrenminbi,from5.29billion.TheproblemisthatmanyChineseconsumersaretuningoutthisbombardmentofmarketingmessagesandnowresistthemevenmorefiercelythanpeopleinWesternmarketsdo.Togiveoneexample,in2004Chinesetelevisionviewerslefttheroomorchangedchannels72percentofthetimewhenadswereaired?morethanviewersinothermajorcountries?comparedwith42percentin1999.2Companiesmustadvertiseinthemassmedia,buttheycandomore.OurresearchshowsthatmanyChineseconsumersmakeuptheirmindsjustbeforetheygettothecashierandcanbeswayedatthelastmoment.Whilethereissubstantialvariancebyproductcategory,ingeneralcompaniesshouldconsiderrebalancingtheirapproachtomarketing,withagreateremphasisonbelow-the-lineapproaches,suchaspricepromotionsandin-storedemonstrations,thantheymighthaveindevelopedmarketsWelookedat40domesticandforeignbrandsinfast-movingconsumergoodssuchassoda,diapers,andtoothpaste.Onaverage,onlyaboutoneinthreeconsumerswhoconsideredbuyingabrandcurrentlyuseit.Thefalloffwasevensteeperintheconsumerelectronicscategory:onaverage,fewerthanoneinfourconsumerswhoconsideredpurchasingabrandactuallyownsitexhibit.Inbothcases,thecurrentuseratewasmuchlowerthancompanieshavecometoexpectindevelopedmarkets.Highpricescausesomeofthisleakage,butourstudyshowsthatlast-minuteswitchingexplainsmuchofit.Evenifconsumersconsiderthemselvesloyaltoabrand,salespeoplecangetthemtoputadifferentoneintotheirshoppingbasketsuptohalfofthetime.Insomecases,wehaveseentheinfluenceofsalespeopleoutweighadvicefrommedicalprofessionalsCompaniesmustgettheirretailexecutionrighttoimprovetheirpoint-of-saleperformance:well-trainedanddisciplinedsalespeoplemustgointostoresandmakesurethattheretailersunderstandtheproduct,thatitisgettingthepromisedshelfspace,andeventhatthepackagesondisplayhavebeendusted.Indevelopedmarketscompaniescanrelyontheirdistributorstodothissortofwork,butinChinadistributorsgenerallydon'tyethavetheskillsorinfluenceneededforit.Asaresult,piled-upboxesmayhidemoderndisplayracks,andlayersofgrimemayobscurethebrightestpackagingAlthoughin-storeactivitiesarecommonandofgrowingimportanceindevelopedmarkets,theyaregenerallyfocusedonanarrowrangeofneworimprovedproducts.InChina,lowlaborcostsallowcompaniestostretchtheirpoint-of-saleeffortsacrossabroaderrangeofproducts.PromotionalstaffinselectedstorescanliterallyputaproductintothehandsofconsumersandexplainitsbenefitsTheimportanceoffunctionAlotofChineseconsumersattachimportancetofunctionalattributesinmanyproductcategories.Inoursurvey83percentoftherespondentslikedname-brandclothesbecausetheyperceivedthequalitytobebetter;bycontrastonly65percentsaidthatbrandedclothesmadethemfeelbetter.Thegapislargerthanwouldbeexpectedindevelopedmarkets,wheretherangeoffunctionaldifferencesamongbrandshasshrunkoverthepasttwodecadesformanycategories3andconsumersaremorelikelytobehookedbyemotionalimagerysuchassophistication,coolness,orjust"feelinggood."Whythedifference?PerhapsbecausemanyproductsthatarecommonindevelopedmarketsareonlynowbeingintroducedtoChina,whereconsumersarestilllearningtheirvalue.Johnson&Johnson,forinstance,focusesheavilyonthefunctionalbenefitsofitso.b.brandoftampons?usingtechniquessuchasadvertisementsthatfeatureaprominentdoctorexplainingatlengthhow,when,andwhytousetheproduct.Tamponsalongwithshampooandcosmetics,amongotherproductswerenotavailabletomostChineseuntilthe1980s.Buttherulescanchangequickly.InhaircareproductsP&GisshiftingitsmarketingforHead&Shouldersshampoo,especiallyinthebiggercities,fromfightingdandruffto"newlifeforhair."AsChina'sconsumermarketsmatureandthedifferencesinqualityamongbrandsbecomelessperceptible,emotionalappealswillprobablyincreaseinimportance.Butthepaceandextentofthechangewillvarywidelyamongproductcategoriesandconsumersegments.Companieswillneedhigh-qualityconsumerresearchtodetectsuchtrendsAnationalisticstreakChinaisburstingwithnationalpride,whichisreflectedinconsumerattitudestowarddomesticbrands.Inoursurvey86percentoftherespondentsclaimtotrustthem,comparedwith53percentwhotrustforeignones.4InsomecategoriesthepreferenceforChinesebrandsismuchstronger:87percent,forexample,saythattheytrustlocalbrandsforfood,asagainst20percentwhotrustforeignbrands.AlthoughallagegroupsexpressgreatertrustinChinesebrandsthaninforeignones,youngeradultstrusttheformerrelativelylessandthelatterrelativelymore?perhapsbecausetheyaremoreexposedtocategoriessuchasmobilephones,whereforeigncompanieshaveastrongerpresence.Teensshowthegreatesttrustfordomesticbrands,possiblybecauseChina'sfortuneshaverisenrapidlyduringtheirlifetimes.See"UnderstandingChina'steenconsumers,"inthisissue.GlobalcompaniesmustunderstandthesetendenciesandtailortheirbrandstotargetedsegmentsorriskappearingtooforeignMultinationalshaveboostedtheirlocalcredentialsthroughpackageandproductredesigns?forinstance,byofferingred-beanicecreamandprawn-flavoredpotatochipsorgettingendorsementsfromChinesesportsheroes,suchasbasketballstarYaoMingandOlympicmedalistLiuXiang.Domesticcompaniescatertonationalpridebyemphasizingtheiremergenceontheglobalstage:forexample,theChinesecomputermakerLenovo,foritsChinese-languagehomepage,selectedaworldmapwithpicturesofitsPCtoweringoverlandmarksincludingtheStatueofLiberty,theEiffelTower,andtheSydneyOperaHouse.Theslogan"Instepwithglobaltechnology"accompaniestheimageTheChinesemarketisamovingtarget,andcontinuedchangeistheonlythingacompanycancountonwhenplanningitsbrandstrategy.Someconsumersegmentswillmaturerapidly,especiallyinthebiggestcities,andshopperscouldquicklybecomeloyaltospecificbrands.ButasincomelevelsriseacrossChina,acontinuinginfluxofnewconsumerswillbefirsttimebuyersofmanyproductsandeagertotrynewbrandsMeanwhile,newcompetitors?bothmultinationalanddomestic?willbeenteringthemarket.Onlyafewbrandsineachcategorywillsucceedincommandingpremiums,whichatleastforthenextfewyearswillseemrazorthinascomparedwiththoseinothermarkets,thoughvolumescanbeimmense.ChannelswillalsoproliferateasmodernretailformatsspreadfurtherfromthebigcitiesandChinesebuyersbecomeaccustomedtocatalogandonlineshoppingandtodirectsales標題:中國的品牌建設(shè)資料來源:2006年?？尔溈襄a季刊》作者:麥肯錫摘要:中國的消費者喜愛品牌產(chǎn)品,但很多企業(yè)想要將這種喜好轉(zhuǎn)化為一種不論是以市場份額增加的方式還是收取溢價的形式則是個難題,但是我們的市場調(diào)查表明,企業(yè)可以把消費者轉(zhuǎn)變?yōu)橹覍嵉目蛻?。中國的銷售人員對消費者的決策可以產(chǎn)生巨大的影響力,銷售技巧是達成最后交易,最終使商品落入消費者手中的一種有效途徑。與發(fā)達市場相比,由于很多產(chǎn)品在中國是全新的概念,所以強調(diào)功能特性更為重要。這一偏好可能會隨著消費者變得有經(jīng)驗而改變,但是改變速度會根據(jù)產(chǎn)品的不同而不同。在中國,消費者也有很強的民族自豪感,所以跨國公司如果表現(xiàn)得過于“外國”的話,就會失去一些重要的客戶群。中國城市大街小巷的霓虹燈耀眼奪目,盡是全球知名品牌。消費者興致盎然穿梭于鬧市間,挑選耐克球鞋、三星手機、海爾家電及更多其他名牌產(chǎn)品。我們的調(diào)查表明,中國消費者品牌意識非常強。例如就家電、食品和飲料類來說,就有大約超過80%的消費者在回復(fù)答卷時表示“至少偶爾會買名牌產(chǎn)品”。而且,69%的受訪者表示,如果他們能夠負擔得起的話,會購買更多的品牌產(chǎn)品,而在英美兩國,只有57%的受訪者這樣認為。營銷人員擔心的是,盡管中國消費者鐘情于品牌,卻不會持久地購買同一品牌,即使是對自己偏好的品牌也不例外。價格差異和銷售場所的營銷活動都可以馬上改變消費者的行為。例如,要求消費者選擇三個知名電視品牌??兩個外國的和一個國產(chǎn)的,49%的受訪者表示如果價格相近,他們會選擇索尼。但是我們的分析表明,如果索尼的電視機比國內(nèi)著名品牌長虹價格高出10%,就有三分之一原本表示選擇索尼的人會轉(zhuǎn)而選擇國產(chǎn)品牌。而在發(fā)達國家市場,擁有類似索尼在中國市場上的品牌優(yōu)勢的公司可以定期加價,最高可達40%。而我們在中國市場的調(diào)查中,家用電器與其他品類相比已經(jīng)擁有消費者最高的品牌傾向性和忠誠度。中國消費者經(jīng)常會在最后一刻改變主意,不是因為受店內(nèi)促銷活動的影響,就是聽從了銷售人員的推薦。65%的受訪者表示他們通常會按著不是原先計劃購買的品牌產(chǎn)品離開商店,走出商店的時候會拿著另一個原本不打算買的品牌,另外也有大約相同數(shù)量的受訪者表示幾乎每次都購買促銷商品,即便這些產(chǎn)品并不是他們最中意的品牌。消費者的這種對價格和店內(nèi)促銷的態(tài)度,使消費者和品牌之間產(chǎn)生一種“交易關(guān)系”。不管消費者在跨進店門時對品牌具有何種偏好,他們最后的選擇往往并不固定。結(jié)果就是像過山車一樣:各公司在中國的市場份額可以在迅速上升之后大跌,大起大落的情況相當普遍。例如,2002年摩托羅拉和諾基亞共同擁有約40%的中國手機市場份額。2003年,雖然這兩個品牌仍在消費者中間享有很高的知名度,它們加在一起的市場份額卻跌到了不足30%,原因是消費者轉(zhuǎn)而購買便宜的國產(chǎn)品牌手機。2005年,摩托羅拉和諾基亞又恢復(fù)了市場領(lǐng)先地位。這一轉(zhuǎn)變固然受到多種因素的影響,但是市場份額變化的速度之快,反映出中國消費者確實有顆善變的心,將偏好轉(zhuǎn)變?yōu)槭袌龇蓊~的難度當然也就可想而知。中國消費者的品牌忠誠度不僅不高,而且還會隨著產(chǎn)品類別的不同而改變,且變化程度之大,很容易讓已習(xí)慣于在發(fā)達市場上營銷的公司很不適應(yīng),例如,給中國的產(chǎn)品忠誠度評分的話,家用電器方面要比像軟飲料和個人用品等快速消費品高出50%。相比之下,美國的消費者對于碳酸飲料和日常用品的忠誠度要比家用電器高出很多,造成這種差異的原因之一是電視機的價格在中國占家庭收入的比例要比在美國高很多,更低的價格讓中國人有了更多的選擇空間,而豐富的產(chǎn)品種類也鼓勵消費者大膽嘗試,而非保持忠誠度。相對來說,在發(fā)達市場,新鮮感已經(jīng)過去,消費者已經(jīng)找到了最喜好的品牌。既然中國消費者態(tài)度多變,企業(yè)究竟應(yīng)該如何打響自己的品牌呢?我們的調(diào)查表明,銷售點的營銷方式具備很大潛力,我們也發(fā)現(xiàn)很多消費者被功能實用的產(chǎn)品所吸引(例如高性能),同時,又對能夠喚起民族感情的產(chǎn)品更有興趣。知道投其所好及掌握時機,找準營銷的關(guān)鍵點,可以大幅度增進品牌忠誠度。銷售點營銷的重要性中央電視臺的廣告收入2000年至2005年翻了一番有余,從52.9億元人民幣躍升到124億元人民幣。但很多中國消費者對于廣告的狂轟亂炸已經(jīng)無動于衷,甚至比西方市場的消費者更為抵觸。例如,2004年的一項統(tǒng)計就很說明問題,72%的廣告時間中國觀眾會離開房間或轉(zhuǎn)換頻道,這個數(shù)字要比其他國家高很多,在1999年僅為42%。企業(yè)當然要在大眾媒體上做廣告,但是他們應(yīng)該考慮更多的方法。我們的調(diào)查表明,很多中國的消費者在交款之前才作決定,所以可以在最后一刻說服他們改變心意。雖然各產(chǎn)品類別之間存在很多差異,但總體而言公司應(yīng)該考慮平衡營銷方式,即要比在發(fā)達市場更強調(diào)非常規(guī)的方法,所謂線下行銷如價格促銷和店堂展示。我們對40種快速消費品的國內(nèi)和外國品牌進行了調(diào)查,包括碳酸飲料、尿布和牙膏。結(jié)果顯示,平均每三位想要購買名牌產(chǎn)品的消費者里,僅一位目前實際使用該品牌。這一差異在家用電器產(chǎn)品方面表現(xiàn)得更顯著,在考慮購買某品牌的消費者中,真正擁有該品牌產(chǎn)品的平均還不到四分之一。在中國,以上兩種情況的實際使用率都比同等品牌在發(fā)達市場上低得多。導(dǎo)致這一結(jié)果的部分動因是價格高昂,但是我們的研究還表明,最大的問題是消費者在最后一刻的轉(zhuǎn)變決定。即便消費者自認為對一個品牌忠誠,銷售人員還是可以在高達一半的情況下說服他們購買另一種產(chǎn)品。有時候,我們甚至看到銷售人員的影響力超過了醫(yī)療專家的建議。圖4相對較少的人進入采購階段資料來源:麥肯錫訪談,2005.10,中國家庭的6000人企業(yè)執(zhí)行零售策略要得法,才能提高銷售點業(yè)績:企業(yè)必須有一批訓(xùn)練有素、紀律良好的銷售人員實際進入店內(nèi),確認零售商確實了解產(chǎn)品,保證產(chǎn)品按照約定擺放至貨架空間,獲得良好的展示,甚至確保所陳列的產(chǎn)品包裝保持干凈無塵。在發(fā)達市場,這類工作經(jīng)銷商會打理得很好,但是中國的經(jīng)銷商通常都還不具備類似的技能或影響力。所以現(xiàn)代化的