由傑里米・ Gordon

Starbucks似乎到處在中國的大市(它有大約200個分支)，并且本機和expats可以是被發現的讀書，與見面和喝高價特殊材料製造的人。 Starbucks的成功在中國被稱讚了作為一次勝利為外國消費者品牌和證明都市中國消費者將花費金錢為正確的產品／服務/經驗。

所有好，除了它長期從未是那簡單為那…

從事一個故事在CCTV船錨Rui Chenggang blog (描述由麗貝卡・ McKinnon在 RConversation 作為一「中國的名單Journo-bloggers」)，中國blogoshpere在對咖啡巨人的一次民族主義攻擊最近噴發了，出口在易於名為紫禁城在中國的極神聖文化草皮看是不可原諒的非法侵入。 監護人 (h/t Danwei)報告那：

「根據地方媒介，五十萬個人簽署了[Rui的]網上請願，并且許多報紙運載了關於爭論的突出的故事。 「Starbucks這裡被投入了六年前，但那時，我們沒有blogs。 這次競選是網的力量的生存證明」，說Rui。 「紫禁城是中國的文化遺產的標誌。 Starbucks在中下類文化的標誌在西部。 我們需要擁抱世界，但我們也需要保存我們的文化認同。 有一線細線在全球化和汙穢之間。」…. Mr Rui said … “But please don’t interpret this as an act of nationalism. It is just about we Chinese people respecting ourselves. I actually like drinking Starbucks coffee. I am just against having one in the Forbidden City.”

Whether or not this is about cultural or economic nationalism (or just crass commercialism), it is a good example of consumer power turning nasty (see more here), and provides a reminder of the power of the online Chinese community, as well as the need for sensitivity in strategy, flexibility in operations, and speed in PR response.

But Starbucks is not alone in the Forbidden City, American Express is also there (and has been for years) as a relatively high profile sponsor of restoration. So far they have been OK, but the backlash may catch up with them as well.

“Foreign Devils” should set foot on cultural issues with care, but not all cultural exchange is seen in a negative light. Around 10 years ago I managed a project for a famous French luxury goods company that revolved around a major art installation in the front courtyard of the Forbidden City. It was an impressive show by a leading modern artist, and was seen by those local people I spoke to at the time as a reflection of China’s emergence into the international community. The best of China’s ancient culture mixed with the best of the modern Western art. It was a great success - but I don’t think it is something I would recommend repeating today!

Anyway, a consumer backlash is not the only thing the people at Starbucks have had to contend with recently. Last year they restructured their China operations to take back control from joint venture partners. This is part of a common trend among foreign companies who learnt the lessons of the market (at least some of them) while being helped along by established local players, but who now want (and are allowed to have) more control.
They have also had to face the common challenge of protecting their intellectual property rights - but did manage to win a case against a local competitor that was copying the company’s image and Chinese name, “Xinbake”.

Another big issue at the moment is employment (attraction, retention and unionization), and Starbucks are being proactive about this, in a move that may be expected to win praise from their 4,000 mainland Chinese staff. According to the FT they are introducing stock options:

“Share incentive plans are becoming more important to multinationals in China because of the intensifying battle to keep good staff. Rapid economic growth and heavy investment are allowing employees with strong credentials to change jobs regularly at ever-higher salaries, to the extent that the American Chamber of Commerce says staff retention is one of the biggest challenges facing US companies in China. Yet the market for people with the technical and language skills needed to prosper at a multinational is limited…”

“The Starbucks plan comes at a time when there is strong interest among Chinese companies in stock option plans. At the start of last year, the government gave preliminary approval to state-owned companies listed on the mainland to issue options to staff. Since then, more than 100 companies, including Baosteel, the country’s largest steel company, and white goods maker Haier have announced incentive plans, subject to final approval by the regulators”

The Starbucks experience shows what can be achieved by foreign brands in China, but in a wonderful Chinese-style contradiction, it also reminds us that foreign businesses are still guests in a complex, rapidly modernizing China that is staking out its place in the world. While the government continues to re-evaluate the role of foreign investment, the People are also updating their view of what may be seen as overly aggressive foreign brands.

Coffee anyone? I think I’ll stick with my (Chinese) tea.

Jeremy Gordon, China Business Services