【正文】 product issues facing Chinese manufacturers. The first is quality. The second is product specialization. The third is product innovation. Quality improvement can make China more petitive in the market for standard products, like refrigerators, cell phones and TVs. Product specialization can get China into the high performance segment of product categories. This means higher prices and better margins. The third stage is product innovation, which enables China to not only get the highest prices and margins from early adopters of advanced technology, but also positions panies for market dominance. Chinese executives have been wrestling to overturn the general impression that “ Made in China,” means low quality and low price. In order to succeed in the Chinese market against foreign petitors, as well as to win market share for value added brands in global markets, managers must match foreign quality. When Zhang Ruimin, Chief Executive of Haier assumed direction of Haier he moved with a passion for quality. When a customer plained about a broken refrigerator, he stalked through the factory and identified 76 defective appliances. He piled them up and handed sledgehammers to the workers who assembled them. At his signal, they all set upon the fridges, reducing them to junk. That singular act of destruction impressed on employees that poor quality would no longer be acceptable (NYTimes, July 23, 20xx). This heavyhanded approach paid off. Haier now has 62 distributors and 30,000 sales outlets in developedcountry markets. In the era of WTO accession, Mr. Zhang believes that Chinese panies will not be able to dominate the Chinese market unless they succeed in capturing market share in the markets of developed countries.. The quality strategy is not just for export purposes, but also for success and profitability in the domestic market. Lack of improved technology can be costly to Chinese panies. While Chinese manufacturers dominated the VCD market, they were slow to develop DVD products. Consequently, Panasonic, Phillips, Sony and Pioneer captured the DVD pie. Chinese panies are just shaving off small slices with copycat products and steep pricecuts. It will be hard to dislodge foreign brands from DVD control. Some panies are trying to move up the value chain in terms of technology. The Konka Group has 25% of the Chinese television market, selling million sets in 1998. In spite of the fact that foreign brands are reaching 40%50% of the domestic market, and that foreign technology is perceived to be superior, Konka is planning to introduce high definition TV in the . market. It will offer large screen HDTV at half the price of foreign brands. As technology improves and petitive prices decrease, Konka feels that it can sustain a significant price difference for the consumer at a profit to the pany. Rather than being content to play in the conventional TV segment, it is seeking the higher margins of new technology. It is making a leap forward in consumer electronics through technology (NYTimes, April 1, 1999). With foreign TV panies seen on store shelves by half the domestic market, Chinese manufacturers are convinced that their mainland future requires technological innovation. The era of dominating market share through pricecutting is ing to a close. A GM for Sales at Panda firmly states, “ without technical support and highly petitive products, the industry is beset with difficulties and threats” (China Economic Weekly, Feb 26, 20xx). There are now five st?？铺乩諡槊绹?guó)科特勒營(yíng)銷集團(tuán)總裁，中國(guó)營(yíng)銷傳播網(wǎng) Strategic Issues In Chinese Marketin By Milton Kotler 通過降價(jià)，可以贏得較多的低端市場(chǎng)份額，而采用新產(chǎn)品、新技術(shù)卻可以贏 得高端市場(chǎng)—— 一個(gè)可以創(chuàng)造品牌價(jià)值和長(zhǎng)期受益的市場(chǎng)。在外來品牌已經(jīng)占有了國(guó)內(nèi)市場(chǎng)的 4050%，而且外來品牌彩電的技術(shù)水平也相對(duì)要高的情況下，康佳正計(jì)劃將高清晰度彩電引入美國(guó)市場(chǎng)，它將以其他外國(guó)品牌一半的價(jià)格向市場(chǎng)供應(yīng)大屏幕高清晰度電視。他的這種非常規(guī)的處置次品的方式深深地影響了每位員工，他通過這種方式很明確地告訴其員工：產(chǎn)品質(zhì)量低下是不能容忍的（紐約時(shí)報(bào)， 20xx年 7月 23日）。 產(chǎn)品 中國(guó)的制造商們面臨著以下三個(gè)方面的產(chǎn)品問題。 國(guó)內(nèi)與海爾類似的電視和電子制造伙伴能否在美國(guó)為營(yíng)銷海爾而貼牌生產(chǎn)呢？海爾是應(yīng)該在自己并不熟悉的技術(shù)領(lǐng)域里進(jìn)行巨大的生產(chǎn)投資，還是應(yīng)該通過運(yùn)作品牌和提高營(yíng)銷水平來帶動(dòng)其產(chǎn)品線的成長(zhǎng)呢？ 對(duì)高質(zhì)量的制造商來說，清理過剩的另外一種策略是將他們的產(chǎn)品通過大眾化的平價(jià)零售商店來出售。現(xiàn)在全行業(yè)大概有 20xx萬臺(tái)的電視機(jī)、 800萬部空調(diào)、 1000萬臺(tái)冰箱、 1100萬臺(tái)洗衣機(jī)的庫存，其直接結(jié)果是爆發(fā)了瘋狂的價(jià)格戰(zhàn)，這些價(jià)格戰(zhàn)使消費(fèi)者和產(chǎn)品的價(jià)值都大大降低。因此，索尼的分銷系統(tǒng)中只有兩個(gè)總代理，并且總代理的主要精力就投放在中心城市市場(chǎng)上。它沒有在各個(gè)城市都設(shè)代理商，而是在中國(guó)的七個(gè)行政區(qū)域建立了總代理制度，這些地區(qū)包括沈陽、上海、南京、武漢、西安、重慶、成都、福州和廣州。珠海方面的高級(jí)主管人員簽署了一份生產(chǎn)工藝保密協(xié)議。其他的一些外來品牌，如“百事”，為了將產(chǎn)品分銷到廣大城鎮(zhèn)和鄉(xiāng)村市場(chǎng)，正學(xué)習(xí)在主要分銷地和目標(biāo)分銷地之間建立廣泛的分銷點(diǎn)這種做法。關(guān)于第一個(gè)因素，企業(yè)應(yīng)該把中國(guó)當(dāng)作一個(gè)更類似歐洲而非美國(guó)的市場(chǎng)來看待。即使是像可口可樂那樣的超級(jí)品牌也為軟飲料市場(chǎng)不同口味的客戶 細(xì)分了不同的產(chǎn)品，健怡可口可樂與雪碧就是其中的例子。再好的品牌也會(huì)有喪失活力的一天。 海爾和摩托羅拉都是相當(dāng)成功的企業(yè)，但他們所走的品牌之路迥然不同。廣告和促銷是品牌建設(shè)的必要手段，但還不是充分手段。 值得注意的是，國(guó)內(nèi)企業(yè)和外資企業(yè)在中國(guó)市場(chǎng)的增長(zhǎng)都在 8%的水平。 隨著中國(guó)經(jīng)濟(jì)的不斷增長(zhǎng)和多元化，顧客的偏好和行為將不可避免地發(fā)生變化。 中國(guó)企業(yè)及中國(guó)政府的領(lǐng)導(dǎo)人都相信，他們對(duì)本土市場(chǎng)的了解將繼續(xù)在眾多的行業(yè)領(lǐng)域內(nèi)（如零售銀行業(yè)務(wù)）帶給他們競(jìng)爭(zhēng)優(yōu)勢(shì)。中國(guó)市場(chǎng)營(yíng)銷的戰(zhàn)略問題 如果中國(guó)的制造商要想從市場(chǎng)改革中獲益， 就必須優(yōu)先考慮戰(zhàn)略性的營(yíng)銷創(chuàng)新。對(duì)價(jià)格戰(zhàn)的鐘愛應(yīng)當(dāng)停止了，事實(shí)上，企業(yè)在提升自身的營(yíng)銷能力方面有許多的路可供選擇。一旦這種品牌偏向形成，那么國(guó)產(chǎn)品牌所能提供給顧客的就絕不能只是“可接受的產(chǎn)品質(zhì)量和較好的價(jià)格”。張瑞敏先生在建設(shè)海爾強(qiáng)勢(shì)品牌方面的成就備受贊譽(yù)： 20xx 年，海爾冰箱在消費(fèi)者中獲得的認(rèn)知率達(dá)到 41%，超過了競(jìng)爭(zhēng)對(duì)手華凌 35%和伊萊克斯 39%，而張瑞敏還準(zhǔn)備在全球擴(kuò)張海爾品牌。因此，摩托羅拉的品牌建設(shè)就主要以能帶來較大利潤(rùn)的高端客戶群為焦點(diǎn)。 戰(zhàn)略性的品牌建設(shè)并非僅僅建設(shè)品牌意識(shí)。事實(shí)上，單一的產(chǎn)品不可能滿足所有顧客的需求。造成品牌分散的原因主要有以下三個(gè)方面：一是地 區(qū)口味的差別；二是由于大范圍內(nèi)分銷網(wǎng)絡(luò)的不健全；三是在鞏固和加強(qiáng)分銷商的忠誠(chéng)度方面有困難。相比之下，其它一些外來品牌在分銷環(huán)節(jié)上做得不夠成功，如 Fosters 和AnheuserBusch 試圖通過建立單一的龐大的生產(chǎn)基地來統(tǒng)一供貨，但最終由于分銷能力有限而失敗。 美國(guó)的 Durawool 有限公司與中國(guó)珠海某冶金公司簽定合同，共同生產(chǎn)用來制作汽車剎車片的毛料纖維， Durawool 原計(jì)劃將產(chǎn)品銷往中國(guó)以外的汽車剎車片制造商。三星公司通過“渠道建設(shè)小組”為其顯示器業(yè)務(wù)制定了很好的分銷戰(zhàn)略。但事實(shí)上，索尼在中國(guó)市場(chǎng)的 份額并不大，產(chǎn)品線也稍嫌窄了一點(diǎn)。 經(jīng)過二十年的高速發(fā)展，中國(guó)在許多方面的生產(chǎn)能力已經(jīng)超過了其國(guó)內(nèi)的市場(chǎng)需求。耐克便是這種運(yùn)作的一個(gè)典型案例。中國(guó)的家電制造商們應(yīng)該為這一塊巨大的零售市場(chǎng)制定個(gè)別品牌戰(zhàn)略。在他的帶領(lǐng)之下，工人們?cè)谏a(chǎn)冰箱時(shí)格外小心，廢品率大大降低。康佳集團(tuán)在 1998 年銷售了 470萬彩電，占國(guó)內(nèi)彩電市場(chǎng)份額的 25%。創(chuàng)維已經(jīng)推出了“健康電視”，廈華也推出了變頻電視。 5．營(yíng)銷是一個(gè)不斷學(xué)習(xí)的“游戲”， 投資應(yīng)該花在更好地了解客戶需求方面，因?yàn)閲?guó)外的競(jìng)爭(zhēng)對(duì)手肯定會(huì)這么做！ 本文作者米爾頓 2) The inadequacy of distribution infrastructure in a vast country。 China is Asia’ s largest advertising market after Japan 結(jié)論 結(jié)論－－中國(guó)企業(yè)在營(yíng)銷中的五條指導(dǎo)性原則： 1．將營(yíng)銷戰(zhàn)略集中于創(chuàng)造品牌價(jià)值。在消費(fèi)類電子領(lǐng)域，康佳正通過技術(shù)進(jìn)行跳躍 式發(fā)展（紐約時(shí)報(bào)， 1999年 4月 1日）。質(zhì)量策略決不是僅僅為出口的目的，而且也是為在國(guó)內(nèi)市場(chǎng)上取得成功并獲得利潤(rùn)。 國(guó)內(nèi)企業(yè)的高級(jí)經(jīng)理人一直在努力，他們?cè)噲D改變外界對(duì)“中國(guó)制造”