【正文】 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。 3．將分銷戰(zhàn)略與長期品牌規(guī)劃相結(jié)合?！靶茇垺钡囊晃讳N售總經(jīng)理曾肯定地說：“沒有技術(shù)的支撐和非常具有競爭力的產(chǎn)品，彩電行業(yè)將面臨種種困難和危機(jī)”（中國經(jīng)濟(jì)周刊， 20xx年 2月 26日）。因此，松下、飛利浦、索尼、先鋒等企業(yè)抓住了 DVD這塊大餅，國內(nèi)企業(yè)只能分享很小的一塊，并且還只能以很低的價格賣出，這將給國內(nèi)企業(yè)從外來品牌手中奪回市場份額帶 來很大難度。當(dāng)海爾的張瑞敏確立海爾質(zhì)量方針時，他成功地引起了大家對質(zhì)量的關(guān)注。它的顧客都非常信任 Ames品牌和其所出售的質(zhì)優(yōu)價廉的商品。海爾最近已經(jīng)在有步驟地在電子領(lǐng)域和其它領(lǐng)域進(jìn)行多元化投資來擴(kuò)大生產(chǎn)線，這是海爾作為制造者和品牌建設(shè)者成功地進(jìn)行資本積 累的一種方式。通過價格行動來建立 市場份額是商業(yè)競爭中的最常用的手段之一 2。相比之下，索尼公司，迄今為止，也只在中國找到了一塊小小的利基市場。這也就通常 導(dǎo)致了雙方分銷協(xié)議的壽終正寢。只有在經(jīng)銷商得到了穩(wěn)定的貨源保證及穩(wěn)定的質(zhì)量保證的情況下，產(chǎn)品才能夠順利進(jìn)入市場；同時，廠商也希望經(jīng)銷商能保證遵守彼此達(dá)成的分銷協(xié)議。國內(nèi)的一些企業(yè)，如青島啤酒已經(jīng)成功地解決了這個難題。畢竟，惠爾浦擁有自己的高端 Kitchen Aid品牌，而 Sealy Mattress也擁有 Stearns 和 Foster品牌…… 中國的國產(chǎn)品牌中，只有那些深諳市場細(xì)分之道及針對目標(biāo)細(xì)分市場建設(shè)品牌的企業(yè) ，才能在與老道的國際品牌強(qiáng)者的角逐中立于不敗之地。它創(chuàng)造的娛樂室和游戲節(jié)目，如戴帽子的小娃娃，就是服務(wù)于這樣的策略的。和惠爾浦一樣，伊萊克斯也曾經(jīng)有過撤離中國市場的念頭，但終于決定留了下來，并且學(xué)習(xí)海爾，建立了自己的分銷系統(tǒng)，同時把自己世界一流的售后服務(wù)引進(jìn)中國，目前在市場中的位置不斷上升?！? 同時， 摩托羅拉也有自己清晰的戰(zhàn)略目標(biāo)，那就是抓住和留住高端客戶 。 品牌 到青島的人都會看到機(jī)場沿路上空懸掛著成千上萬帶有海爾品牌標(biāo)識的氣球，市政廳里陳列著海爾的冰箱、洗碗機(jī)、電腦、鏡面電視及移動電話等等。國產(chǎn)品牌像李寧、張陸美盡管在青年人群中也有較好的聲譽(yù)，但所獲得顧客忠誠度并不高，價格也得“看看再說”。提高產(chǎn)品質(zhì)量和增強(qiáng)產(chǎn)品的創(chuàng)新能力已經(jīng)成為當(dāng)務(wù)之急。到 20xx年，中國的移動電話用戶將達(dá) 引言 市場改革與市場焦慮是一對孿生兄弟。中國的摩托車制造居世界第一 而今天的中國企業(yè)要想把這些潛在優(yōu)勢發(fā)揮出來，有必要 采行一種基于對客戶系統(tǒng)的了解的市場營銷準(zhǔn)則 。在沒有任何幫助的情況下，根據(jù)所給的產(chǎn)品分類， 美國消費者通常能說出七種典型的品牌。今天，美國已經(jīng)擁有了世界上最強(qiáng)的營銷引擎，而中國，則正在打造這樣的引擎。在“摩托羅拉城”內(nèi)，你會看到，“最新的摩托羅拉手機(jī)象首飾一樣陳列在玻璃盒里，它們看起來不象溝通設(shè)備，而更像時尚的裝飾品”（摘自 20xx年 11 月 24 日紐約時報）。海爾運用的是戰(zhàn)術(shù)，而摩托羅拉運用的則是戰(zhàn)略。 而他們的對手，像萬寶路、 Marriott，麥當(dāng)勞、摩托羅拉、佳潔士，以及英國航空等等卻能夠說服重點客戶群，帶給他們更好的價值，所以獲得了成功。 就這一點而言，海爾的張瑞敏先生的做法可能是錯的：僅僅使海爾的牌子停留在消費者的嘴邊上是不夠的。相反，美國市場則具有顯著的同質(zhì)性。在有些行業(yè)，企業(yè)在向其他地區(qū)繼續(xù)滲透之前，必須戰(zhàn)略上首先控制一個地區(qū)。 Sonny公司的 CEO認(rèn)為他的行為是合法的，理由是他自己并沒有在那份未公開的協(xié)議上簽字。每個地區(qū)的代理商與其所在地的分銷商共同工作，這些分銷 商分別有自己廣泛的分銷地域。 定價 這些年來，國內(nèi)企業(yè)發(fā)起了一波又一波的價格戰(zhàn)，價格戰(zhàn)導(dǎo)致了家電、電腦等行業(yè)的利潤越來越薄。一種通常的策略是通過出口向國外銷售減少庫存量，但這也同時會帶來反傾銷的訴訟問題，并且從長期的市場滲透潛力上來講幾乎無益。這種方法將會比傾銷能賣一個更好的價錢 —— 畢竟，傾銷只是對購買者有益。質(zhì)量的提高可以使標(biāo)準(zhǔn)化的產(chǎn)品（如冰箱、手機(jī)、彩電等）在市場上更具競爭力；產(chǎn)品專業(yè)化可以使中國進(jìn)入一些高端產(chǎn)品的市場，這意味著可以以較高的價格賣出并獲取較高的利潤率；第三個階段是產(chǎn)品創(chuàng)新，較早地采用新技術(shù)不僅可以獲得最高的價格和豐厚的利潤率，而且可以確定企業(yè)在市場上的統(tǒng)治地位。 由于中國即將加入 WTO，張瑞敏認(rèn)為，中國企業(yè)將無法在國內(nèi)市場占有優(yōu)勢，除非它們能在發(fā)達(dá)國家占據(jù)一定的市場份額。在參與傳統(tǒng)彩電競爭的同時，康佳正在積極追求新技術(shù)帶來的利潤。集中于研發(fā)和產(chǎn)品推廣的策略將使中國企業(yè)加入到這場競爭游戲中來。 Shanghai will train million technicians and manager over the next five years for the financial and inter sectors alone 3) The difficulty of cementing and enforcing adherence to dealer agreements. With respect to the first factor, business should think of China as a country more like Europe than the United States. Europe has a mercial diversity based upon regional cultures, laws, tastes and power structures that is only gradually assimilating through political and media forces. By contrast, the United States is a remarkably homogeneous marketplace. The second factor is even more inhibiting. China does not have an integrated transportation infrastructure to support a national distribution work. Domestic panies, like Tsingtao Brewery have solved this problem by acquiring 22 local breweries from Shenzhen in the south to Beijing in the North. These breweries are producing and locally distributing the flagship brand, as well as lower priced labels. By contrast, foreign breweries like Fosters and AnheuserBusch have failed because they constructed enormous production facilities to deliver a volume of production that exceeded the capabilities of the logistical infrastructure. Foreign panies, like Pepsi, are learning to set up intricate makeshift connection points between logistical and distribution nodes, in order to gets its product to smaller cities and rural areas. The challenge to marketers goes beyond branding products, which is tough enough to do in China, to the issue of getting product to market. In some industries strategic marketing has to master a region, before moving on to the next region. Is national mass marketing right for a new brand, or is it premature? The mistakes of AnheuserBusch and Whirlpool tell us that national brands may need to start out with a more regional focus. The third factor goes to the heart of building powerful regional and national markets. Goods get to market only when dealers are assured a steady source and consistent quality of supply. And suppliers are assured that dealers will adhere to stipulations of a distribution agreement. The administration of mercial law and the bona fides of personal relationships sustain this mutuality. Durawool, Inc. an American pany, contracted with Chinas Metallurgical Zuhai Sez United to produce choppedwool fibers for automotive brake pads. Durawool would market this product to brake manufacturers outside China. Zuhai executives signed a nondisclosure agreement to protect Durawool