【正文】 China is Asia’s largest advertising market after Japan 　　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）。 　　國內(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)“中國制造”所形成的“低質(zhì)低價(jià)”的印象。 　　海爾是中國領(lǐng)先的制造商品牌之一，至今已經(jīng)成功占領(lǐng)了美國25%的小冰箱市場(chǎng)。在顯示器行業(yè)，這是一種強(qiáng)有力的渠道管理結(jié)構(gòu)，這種運(yùn)作已經(jīng)使三星成為中國同行業(yè)中的領(lǐng)頭羊（中國商業(yè)周刊，2000年12月8日）。對(duì)于一個(gè)新品牌來說，一開始就大規(guī)模地開展全國性的營(yíng)銷活動(dòng)是否正確？時(shí)機(jī)是否成熟？AnheuserBusch 和 惠而浦的失敗表明：全國性品牌的建立可能還得從建立地區(qū)性品牌做起。Fairfield Inn的生意因其家喻戶曉的名頭而興隆，Countyard對(duì)營(yíng)銷人員來說耳熟能詳，高級(jí)經(jīng)理們一提到Marriott無人不曉，而Marriott’s Bulgari旅館將為富裕的旅行者所熟識(shí)。 　　有人估計(jì)，到2005年，中國家電業(yè)足以與大型外企，如伊萊克斯相抗衡的國產(chǎn)品牌將只剩兩、三家。如果中國的企業(yè)家們能遵循現(xiàn)代營(yíng)銷管理的科學(xué)規(guī)律，他們最后注定能贏得10萬億美元的市場(chǎng)份額。中國企業(yè)需要的不僅僅是低價(jià)策略和對(duì)錯(cuò)綜復(fù)雜的分銷渠道的掌控，它們還需要利用品牌領(lǐng)導(dǎo)力和價(jià)格準(zhǔn)則來獲取足夠的利潤(rùn)，像世界上許多基業(yè)常青的領(lǐng)導(dǎo)企業(yè)那樣，在研究開發(fā)和營(yíng)銷創(chuàng)新上進(jìn)行投入。中國是亞洲僅次于日本的第二大廣告市場(chǎng) 　　在市場(chǎng)變革的晴雨表上，年輕一族既讓中國企業(yè)滿懷希望，又令他們頭疼不已：洋品牌已經(jīng)緊緊拽住了年輕人的心，像索尼、肯德基、耐克和李維斯等等就成了那些對(duì)休閑用品有足夠支付力的人的購買首選。但是，這并不重要，正如摩托羅拉的一位經(jīng)理所說：“提升摩托羅拉的品牌形象遠(yuǎn)比手機(jī)銷售量重要得多。像麥當(dāng)勞這樣的超級(jí)品牌，就是通過有策略地舉辦一些活動(dòng)來說服眾多家庭到它那里去就餐。中國尚沒有一個(gè)完整的運(yùn)輸體系來支持全國性的分銷網(wǎng)絡(luò)。于是，一紙禁止Sonny公司出口其產(chǎn)品的訴訟就提交到了美國法院。然而，生產(chǎn)過剩的家電等行業(yè)的企業(yè)正忍受著“自然選擇”的痛苦，他們將走向合并，最終只能有23家品牌幸存下來。Ames是美國的一家連鎖公司，擁有298家連鎖商店，家用電器銷售額達(dá)到7900萬。 　　缺少最新技術(shù)可能會(huì)使國內(nèi)企業(yè)付出高昂的代價(jià)，當(dāng)國內(nèi)企業(yè)在VCD市場(chǎng)占有優(yōu)勢(shì)的時(shí)候，他們?cè)陂_發(fā)DVD產(chǎn)品上的進(jìn)展非常緩慢。 　　2．要戰(zhàn)略性地而不是戰(zhàn)術(shù)性地定價(jià)。D and product introduction strategies can bring China’s panies into this game. 　　Conclusion The Five Guiding Principles of Marketing for Chinese Firms: 　　 marketing strategy on building brand value 　　 strategically, not tactically 　　 distribution strategy in line with the long term brand plans 　　 customerfocused Ramp。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(chǎng)競(jìng)爭(zhēng)游戲中來。 　　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(chǎng)占有優(yōu)勢(shì)，除非它們能在發(fā)達(dá)國家占據(jù)一定的市場(chǎng)份額。這種方法將會(huì)比傾銷能賣一個(gè)更好的價(jià)錢——畢竟，傾銷只是對(duì)購買者有益。定價(jià)　　這些年來，國內(nèi)企業(yè)發(fā)起了一波又一波的價(jià)格戰(zhàn)，價(jià)格戰(zhàn)導(dǎo)致了家電、電腦等行業(yè)的利潤(rùn)越來越薄。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。相反，美國市場(chǎng)則具有顯著的同質(zhì)性。而他們的對(duì)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(diǎn)客戶群，帶給他們更好的價(jià)值，所以獲得了成功。在“摩托羅拉城”內(nèi)，你會(huì)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(shí)尚的裝飾品”（摘自2000年11月24日紐約時(shí)報(bào)）。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(fèi)者通常能說出七種典型的品牌。中國的摩托車制造居世界第一提高產(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。品牌　　到青島的人都會(huì)看到機(jī)場(chǎng)沿路上空懸掛著成千上萬帶有海爾品牌標(biāo)識(shí)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(dòng)電話等等。和惠爾浦一樣，伊萊克斯也曾經(jīng)有過撤離中國市場(chǎng)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(shí)把自己世界一流的售后服務(wù)引進(jìn)中國，目前在市場(chǎng)中的位置不斷上升。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(chǎng)細(xì)分之道及針對(duì)目標(biāo)細(xì)分市場(chǎng)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。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(chǎng)；同時(shí)，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。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(chǎng)。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。當(dāng)海爾的張瑞敏確立海爾質(zhì)量方針時(shí)，他成功地引起了大家對(duì)質(zhì)量的關(guān)注?！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(jìng)爭(zhēng)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，2001年2月26日）。D and marketing innovation found in the world’s leading “built to last” panies.　 　　The Marketing Environment in China: 　　In present day China, market research and marketing information systems are in their infancy. Brand awareness and brand preference are in their adolescence, but growing quickly. Product quality must be improved and improved product innovation capabilities are needed. Distribution management needs investment and stronger legal enforcement to lower costs and improve efficiency. Price wars must cease to be a national passion. There are many areas for marketing improvement.　 　　As the Chinese economy grows and diversifies, customer preferences and behaviors will inevitably change. Already, in the more wealthy cities, the levels of brand awareness are beginning to approach the levels we see in the United States. US consumers can typically name seven brands in a given category without any aid. In the pharmaceutical category, for example, Beijing consumers can name almost five brands without aid, while in trendy Guangzhou, consumers can name almost nine (TC Market Research). 　　In the key barometers of market change, young people, we can see both hopeful and troubling signs for Chinese panies. Foreign brands have captured much of the “aspirational” purchase intention of the young, with brands like Sony, KFC, Nike and Levi’s believed to be the best for those who have the money to spend on occasional luxuries. Chinese brands like Lining and Spring Zhang Lumei have good reputations with young people, but loyalties are weak and price, “l(fā)ook,” and quality considerations are still the strongest motivators of purchase. As brand preferences emerge, Chinese brands should represent more than just acceptable quality at a good price. 　　The remarkable fact is that the Chinese market for domestic and foreign panies is growing internally and externally at 8%, and has reached a GDP of $1 trillion. While that is onetenth the . market today, the next decade will see a narrowing of the difference. Today the . economy 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, 2000). Mr. Zhang Ruimin deserves high marks for building great awareness for the Haier brand. Haier refrigerators in 2000 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, 2000). 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