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经常听到的“本土优势”的言论不禁让我想起了烽烟刚熄的韩日世界杯。在这次世界杯中,日本与韩国凭借主场作战的优势取得骄人的成绩,特别是韩国队。 无可否认,在中国企业与微软、IBM、可口可乐等巨型企业的竞争中,中国企业确实存在所谓的主场之利,即所谓的“本土优势”。中国饮料行业的领头羊——娃哈哈成长的历程可以看出中国企业的本土优势确实存在。在娃哈哈集团董事长宗庆后的带领下,娃哈哈从一个校办工厂成长为一个销售额达62亿人民币(2001年)的饮料集团。它的成功主要得益于宗庆后等高层领导们对中国饮料行业趋势的准确把握和对中国市场特有的感觉。宗庆后自陈道:“这么多年做事做生意,我凭的就是感觉。”娃哈哈采用的许多成功的策略:农村包围城市的促销策略、“联销体”渠道策略、大众化品牌策略、明星广告策略等等,这些策略可能让人觉得很“土”,但十分适用。这些“土”战略的产生就源于娃哈哈对中国本土市场的准确理解,这就是一种本土优势。
Frequently heard “local advantages” speech can not help but remind me of the beacon just extinguished the World Cup in Japan and South Korea. In this World Cup, Japan and South Korea by virtue of the advantages of home theater achieved remarkable results, especially the South Korean team. Admittedly, in the competition between Chinese enterprises and giant enterprises such as Microsoft, IBM and Coca-Cola, Chinese enterprises do indeed have the so-called home advantage, the so-called “home advantage.” Chinese beverage industry leader - Wahaha growth course can be seen that the Chinese companies do have the local advantages. Under Wahaha Group Chairman Zong Qinghou, Wahaha grew from a school-run factory to a beverage group with sales of Rmb6.2bn (2001). Its success is mainly due to Zong Qing and other top leaders on the accurate grasp of the trend of China's beverage industry and the unique feelings of the Chinese market. Zong himself said: “For so many years doing business, I rely on the feeling.” Wahaha adopted many successful strategies: rural encircling the city's marketing strategy, the “joint marketing body” channel strategy, popular brand strategy, celebrity advertising Strategy, etc., these strategies may make people feel very “earth”, but it is very applicable. These “earth” strategy comes from Wahaha accurate understanding of the Chinese domestic market, which is a native advantage.