市场营销战略：中国市场营销的战略问题(编辑修改稿)

市场营销战略：中国市场营销的战略问题(编辑修改稿)内容摘要：

conomy has the strongest marketing engine in the world. China is building its marketing engine. If Chinese producers follow the science of modern marketing management they will get their share of the market’s $10 trillion destiny. Let’ s look at some of the marketing issues facing China today. Branding: The traveler to Quingdao sees thousands of balloons emblazoned with the Haier logo lining the road from the airport. The City Hall is a showroom for Haiers refrigerators, dishwashers, puters, flatscreen TVs and mobile phones (NYTimes July 23, 20xx). Mr. Zhang Ruimin deserves high marks for building great awareness for the Haier brand. Haier refrigerators in 20xx achieved an awareness rating of 41%, beating its next petitor Hualing by 35 points and Electrolux by 39 points. Mr. Zhang wants to spread that awareness throughout the world. Advertising and promotion are essential ingredients to branding. But they are not sufficient. Motorola has opened three highconcept Motorola Towns in Guangzhou, Shanghai and Chengdu. These stores are modeled after Nike Town in the ., a pioneer in retail entertainment, and attract 4,000 customers a day. “ Motorola’ s latest phones are displayed in glass cases like jewels. They look less like munications devices than like lifestyle accoutrements” (NYTimes November 24, 20xx). Customers spend hours in the carnival atmosphere of the store, and indeed may go down the street to buy a preferred phone for 10% less. But it doesn’ t matter, because a manger says, “ Improving the image of Motorola is more important than how many phones [they] sell.’’ Motorola has a clear strategic aim to capture and retain the highend customer. They realize that Chinese petitors like Konka and ZTE will pete on price for their lowend market share. Profitability, however, rests in mastery of technology and design innovation for the highend market, where margins are higher and petition less severe. Motorola is focusing its branding on the profitable highend customer segment. Both Haier and Motorola are successful panies, but their behavior illustrates a difference in their approach to branding. For Haier, branding is a mass promotional campaign… putting Haier on everyone’ s lips. For Motorola, branding is a strategic campaign to build perceived value and brand preference in selected target segments. Haier is tactical. Motorola is strategic. It is speculated that by 20xx only 23 domestic brands in China will pete with the foreign majors, like Electrolux, in household appliances. After swings in the preeminence of domestic or foreign brands, foreign brands are making a formidable eback. After entertaining the idea of fleeing from the China market, as did Whirlpool, Electrolux decided to stay. Electrolux rebuilt its distribution system by learning from Haier, and it introduced its worldclass afterservice. Electrolux now occupies a promising market position. And Whirlpool is back in the game. Strategic branding is not just building brand awareness. Very well known names can lose their vigor. Where is Pepsident toothpaste or Chesterfield cigarettes in the .? What happened to Robert Hall, the largest chain of men’ s apparel shops? Howard Johnson’ s, Burroughs, Wimpies, Hallicrafter, Lifeboy, TWA moribund brands are legion. All of these were welladvertised and promoted names, but they lost the fight to bring superior value to target customer segments. Their petitors, like Marlboro, Marriott, McDonald’ s, Motorola, Crest, and British Air did a better job of convincing key customer segments that they delivered superior value. The key to brand preference is not mass promotion alone, but building a sense of trust in the value promised to each of the pany’ s core customer segments. A great mass brand like McDonald’ s launches strategic campaigns to convince families eat there. The McDonald’ s playroom, as well as its toy programs, like Beanie Babies, serves that purpose. Budweiser targets young adult males, because they are the largest segment of beer drinkers. Newport targets the AfricanAmerican smoker segment to anchor itself in the cigarette market. It did not dominate a segment it would disappear among the numerous other cigarette brands. Even mass brands like Coca Cola launch specific products for different segments of the soft drink market. Diet Coke and Sprite join Coke to blanket the market. One size does not fit all. The biggest challenge for Chinese brands is to take the strategic step from mass advertising and promotion for awarenessbuilding to building perceived value for each key customer target. Mr. Zhang of Haier may be wrong. It is not enough to have the name Haier on everyone’ s lips. Fairfield Inn prospers by being known by families, Courtyard is known to sales people, Marriott is known to executives, and now Marriott’ s Bulgari Hotels will be known to luxury travelers. Haier may need different names for its high end and lowend refrigerators: a brand system that allows Haier to pete on price without sacrificing its brand value to petitive pricing tactics. After all, Whirlpool owns the highend Kitchen Aid brand。 Sealy Mattress owns Stearns and Foster... The Chinese brands that learn the science of market segmentation and branding for target segments will survive to pete with the international brand powers who already know how to do this. Distribution: There are 400 brands of cigarettes in China. This defies explanation in an everconsolidating business world of panies eager to focus their marketing efforts and costs on brands with growth potential. The reason for this fragmentation lies in three factors: 1) The diversity of regional tastes。 2) The inadequacy of distribution infrastructure in a vast country。 3) The difficulty of cementing and enforcing adherence to。