1.3 billion customers – a myth or a reality 1300000000客戶-神話還是現實

By Tsering Kyinzom 由次仁kyinzom

1.3 billion customers. 13億顧客。 This is the magic number that captures the imagination of every company in the world with something to sell in China. 這是魔術數字說，又富有想像力的每一家公司，在世界各地與一些在中國銷售。 Many would be tempted to think that even if they grab as little as 1 percent of the market share, they still have 10 million customers. 很多人會被引誘認為，即使他們抓斗少1 ％的市場佔有率，他們還擁有10萬用戶。 Well, that’sa simple mathematical calculation and it remains just that. 那麼， that'sa簡單的數學計算，它仍然只是。 The trick lies in understanding China’s billion-plus population, what they buy, their spending power and what determines their purchasing pattern. 伎倆在於了解中國的10億以上的人口，使他們購買的，他們的消費能力，以及什麼決定了他們的購買模式。 In order words, the mind and the wallet of the Chinese consumer. 為了換言之，心靈和錢包的中國消費者。

China is going through an unprecedented economic boom and people’s pockets are getting deeper with many ready to embrace new lifestyle concepts and habits.中國正在經歷一場前所未有的經濟繁榮和人民的口袋不斷加深，許多準備迎接新的生活觀念和習慣。 What was until recently unavailable, forbidden or unaffordable is now available and affordable.什麼是直到最近無法使用，禁止或支付不起現已和負擔得起的。 At the same time, this is a China with many sub-Chinas – the city and the countryside, farmers and businessmen, young and old.在同一時間內，這是一個中國與許多附屬我國-城市和鄉村，農民和商人，青年人和老年人。 Out of 1.3 billion people, only about 400 million live in urban areas.列13億人中，只有約400萬人生活在城鎮地區。 And income distribution is extremely uneven.與收入分配是極不均衡的。

A country of contradictions 一個國家的矛盾
China is not just a country of extremes, but also a country of contradictions.中國不僅是一個國家的極端，但也是一個國家的矛盾。 On the one hand, Chinese people don’t mind traveling for miles in pursuit of a good deal or spend an hour bargaining on bare essentials.在一方面，中國人不介意行綿延數英里，在追求的是一個很好的協議或者花一個小時的討價還價裸必需品。 On the other hand, they will spend a fortune on premium brands as a manifestation of their social and economic status.在另一方面，他們會花了橫財，對優質品牌作為體現自己的社會和經濟地位不相稱。

That’s not all.這還不是全部。 There are significant differences among Chinese buying habits - influenced by their generational gaps and place of origin.有重大分歧，中國的購買習慣-的影響，他們的代際差距和原籍地的。 For example, those above 35 are more traditional and prefer to shop from local stores while those under 30s are more exposed to Western products.舉例來說，那些上述35條較傳統寧願店從當地商店，而下年約三十歲，更多的機會接觸到西方的產品。 Similarly, those living in coastal cities like Shanghai and Guangzhou have higher spending power as compared to smaller inland towns and villages.同樣地，那些生活在沿海城市，如上海，廣州等具有較高消費能力相比，規模較小的內陸城鎮和村莊。

The young consumer group and emerging middle class 年輕的消費金融集團和新興中產階級
It is the young breed of consumers with high disposable income and the vast aspirational middle class of China who are the target audience for foreign companies.它是年輕一族的消費者提供高可支配收入和廣大期望中產階層的中國人的對象為外國公司。

An increasing number of young Chinese with high levels of education belong to the majority of the big-earner-big-spender class.越來越多的華人青年與教育水平高是屬於大多數的大仔-大富豪階層。 Instead of concentrating on the 8-million affluent households, companies are now increasingly catering to the 30-million middle class families, many of them in second-tier cities.而不是集中於800萬富裕家庭，公司，現在越來越多的飲食，以30萬元的中產家庭，他們中的許多人在二線城市。 In fact, it is the emerging middle class that has propelled the sale of consumer products like televisions, mobile phones and personal computers in China.事實上，它是新興的中產階級表示，就一直銷售消費性電子產品，電視機，移動電話和個人電腦在中國。

Competition in the market 市場上的競爭
Amid all the hype on China’s rapid modernization and growth, the Chinese marketplace is not without its fair share of challenges for new entrants as well as those already established there.在所有的炒作對中國的快速現代化和增長的同時，中國市場上也不是沒有公平分擔挑戰，為新入行的人士，以及已在那裡建立的。

Competition is intense.競爭是激烈的。 It not only comes from other foreign companies attempting to capitalize on the China opportunity, but also from home-ground companies who enjoy regional patronage, strong connections and a deep knowledge of the local environment.它不僅來自於其他外國公司企圖利用對中國的機會，而且還會從家裡地面公司享有區域乘客，密切的聯繫，並深入了解當地環境。 Some of them have grown to become local powerhouses and have become stronger by applying global know-how in a local context.他們中的一些人已經成長為當地的強國，並成為有力的運用全球訣竅在當地的情況。 For instance, companies like home appliance giant Haier and PC maker Lenovo have the traits of truly global competitors.舉例來說，像家電巨頭海爾的PC製造商聯想集團有性狀的真正的全球競爭者。

• Haier has grown from a refrigerator factory in Qingdao into the biggest home appliance manufacturer in China and a major supplier to over 160 countries over the last two decades. •海爾不斷壯大，從冰箱廠在青島成為最大的家電製造商在中國的一個主要供應商超過160個國家在過去20年裡。 Its phenomenal success is attributed to the company’s “one low, three high” strategy, the one low being “cost” and the three highs as “value, growth and quality”.其驚人的成功歸因於該公司的"一低，三高"戰略，使一低"成本" ，以及三高"的價值，成長和素質" 。
• Lenovo is undeniably the “global Chinese company”. •聯想是無可否認的"全球華人公司" 。 From its humble beginning 20 years ago, it has become the world’s third largest manufacturer of personal computers and its purchase of the PC division of IBM is recognized as the most daring overseas acquisition by a Chinese company.從卑微的開始， 20年前，它已成為世界第三大製造商的個人電腦和其購買的個人電腦事業部的IBM是公認的最大膽的一次海外收購，由一家中國公司。 The company’s aggressive strategy of combining low price with cutting-edge technology has made it a stunning success.該公司的咄咄逼人的戰略相結合的低價格與尖端技術，作出了一個驚人的成功。

Many multi-national companies had to shut down due to its failure to keep pace with domestic competitors.許多多國公司不得不關閉，因為它未能跟上國內其他競爭對手。 Australian beer and wine giant Fosters, for instance, went to China in 1993 and had to liquidate its business after 13 years without profit.澳洲葡萄酒，啤酒巨頭培養，例如到中國在1993年，並已用來清償其業務13年後，沒有利潤。 Although China has the largest beer market, the company found it a tough environment to operate in due to weak branding and competition from low-priced domestic beers.雖然中國擁有最大的啤酒市場，該公司發現它強硬的運作環境中，由於弱品牌和競爭從價格較低的國內啤酒。

Another factor that contributes to the China market competitiveness and the challenges faced by foreign entrants, particularly in retail, is its fragmented nature. 另一個因素，助長了中國市場的競爭力，以及所面臨的挑戰，外國進口，特別是在零售，是其割裂性的。 Even though global retailers like Wal-Mart and Carrefour have successfully made their presence felt, organized retail in China is still small, accounting for 20 percent as against 80 percent in the developed world. 儘管全球性的零售商，如沃爾瑪和家樂福已經成功取得了他們的存在感到，有組織零售在中國還是很小的，佔百分之二十，作為對80 ％ ，在發達世界。 Organised retail still faces a large amount of competition from the high concentration of privately owned retail outlets and mom-and-pop shops scattered across the length and breadth of the country. 主辦零售業仍然面臨著大量的競爭，從高度集中的私人擁有的零售網點和小本經營的家庭商店遍布從深度和廣度上的國家。

However, by using the right strategies and having a long-term approach, many global companies have cracked the market.但是，用正確的策略，並具有長遠的做法，許多全球性的公司已經破解了市場。 Procter & Gamble, for instance, is a success story.寶潔，舉例來說，是一個成功的故事。 It entered the market in early 1980s, just about the time China opened its doors to the outside world. Seeing the opportunity, it has taken a long term view to success in China.它進入市場，在80年代初，只是當時中國打開大門，向外面的世界。瞄準了機會，它已採取長遠的觀點在中國取得成功。

Specifically it has shown a long-term commitment to its China operation, introducing world-class technologies to China, building firm relationships with the concerned authorities at both the local and national levels and has developed itself into a strong local company. P&G’s meticulous groundwork as part of its market entry strategy also paid huge dividends.具體來說，它已顯露出的長期承諾，其中國業務，引進世界一流的技術帶到中國，建立穩固的關係，與有關當局交涉，在地方和國家兩級，並已使自己發展成為一支強大的本地公司，寶潔公司的精心地基的一部分，它的市場進入策略也付出了巨大的紅利。 It went to the market three years before it actually started selling its products, during which time it solely focused on creating brand awareness.它到市集三年前，它實際上開始銷售其產品，在這段時間裡，它僅僅集中於創造品牌的知名度。

Lessons from the front lines 來自第一線的教訓
James McGregor, having lived in China for almost two decades as a successful journalist and China investor, in his book “One Billion Customers” mentions that:詹姆斯理覺後，在中國生活了近20年，作為一個成功的記者和中國投資者來說，在他的著作"十億顧客"中提到：

• China is modernizing, not necessarily Westernizing. •中國是現代化，不一定西化。 It helps to retain a Chinese essence in your business.它有助於保留一個中國的本質，在您的業務。
• Avoid joint ventures with government partners unless there is no choice. •避免合資企業與政府的合作夥伴，除非是沒有選擇的。 If required, understand that the partnership is about China obtaining your capital, technology and know-how while maintaining Chinese control.如果需要，明白指出，夥伴關係是中國獲取你的資本，技術和技術訣竅，同時保持中文控制。
• Don’t just go by the Chinese feasibility market study. •不要隨便由中國市場的可行性研究。 It will be aimed at attracting your interest and not always painting the real picture.這將著眼於吸引你的興趣，而且並不總是畫的真實圖片。 Do your own due diligence.做你自己的盡職調查。
• A long-term approach to China is a must. •一項長期方針，中國是一個必須進行的。 One must not be bogged down if the initial returns are not as promising as was hoped. Losing focus will ensure you do not recover the value of the time and resources spent initially.千萬不要陷入如果最初的回報，還不如大有希望的，因為他希望失去重點，將確保你不收回價值的時間和資源花在初期。
• There is no place for passive investment in China. •有沒有地方被動在中國的投資。 A company has to be actively engaged in forging relationships, building its brand and securing itself as a local company.該公司建有一個能夠積極參與鍛造的關係，建立其品牌形象和確保本身作為一個本地公司。
• Don’t equate language ability with business acumen. •不等同於語文能力與商業頭腦。 The savviest of the Chinese businessmen may not know a word in English or has an overseas qualification.該savviest的中國商人可能不知道，總之，在英語或有海外資格。
• Don’t bribe. •不要行賄。 Focus on building a long-term, mutually beneficial relationship.側重於建立一種長期穩定，互利的合作關係。
• An entrepreneur in China must understand politics, but cannot directly participate in politics. •一位企業家，中國必須了解政治，但不能直接參與政治。 Your company also has to help solve the country’s problems.你的公司也有，以幫助解決該國的問題。

Conclusion 結論
Despite large-scale investment and interest from foreign players, China still remains a medium-sized market.儘管大規模的投資和利息，由外籍球員，但中國仍然是一個中等規模的市場。 The high GDP rate notwithstanding, it will take many more years for the Chinese to prove that their spending ability matches the promise their population offers.高國內生產總值的比率儘管如此，它仍需要許多年，為中國，以證明他們的消費能力相匹配的承諾，他們的人口提供。 Overzealous companies, who jump on the plane to China simply looking at the impressive figures, are in for a nasty surprise.過份公司，跳轉上飛機到中國，根本看令人印象深刻的數字，是在一個惡劣的驚喜。 However China remains a huge opportunity with many untapped sectors and a large population and growing middle class demanding new products and services.但是，中國仍然是一個巨大的機會與許多尚未開發的行業，並有大量的人口和不斷壯大的中產階級的要求，新的產品和服務。 The key factors lie in adopting sound business practices and taking a long term view to developing a local business.關鍵因素在於採取健全的商業慣例，並考慮長遠的觀點出發，以發展當地的業務。

(Source – Knowledge@Wharton, （資料來源-沃頓知識在線， http://knowledge.wharton.upenn.edu/ , Emerging Opportunities in BRIC,新興機會在金磚， www.atkearney.com ; China’s Growing Consumer Market, ;中國日益增長的消費市場， www.klakogroup.com ) ）

Tsering Kyinzom,次仁kyinzom ， China Trade Gateway中國貿易門戶