Ernie Tadla著

Boraの進水は中国の自動車歴史の巧妙で新しい車の進水だった。 FAW/VWは十分に速くそれらを作ることができなかった。

DMGが次広告し、販売様式およびフォーマットのための彼らの全体的な方針ではなかったのでドイツ人、彼らの広告代理店を得ない静かな傷つく余分は実際にsmarting。 しかし、販売は自然現象だった。 VWは市場研究の香港の世界に名高いすばらしい進水の結果の理由を調査するために会社を雇った。

結論: DMGが全体的なVWの方針に続かなかったが、市場は中国人がそれらに中国の方法を販売する誰かに反応するので答えた。

大きいもののためのわかりました、今。 その他の国々の全体的な車の販売が管をたどって行っていた時、VWはゴルフ、NOをもたらすことにしなかった。 世界、中国へ、世界で最も成長が著しい車の市場の1台の販売車。 中国の市場は40%-50%の一年生植物増加を経験していた。

今回、VWおよびFAWは競争入札ゴルフ進水をするためにDMGを頼んだ。

DMGはVWドイツがまた2008のオリンピックのために使用する単一の指示代理店が付いている中国の広告し、販売を強化したいと思ったことを見ることができる。 オリンピックスポンサーだったVWは旅行で望まれた中国およびDMGでトップクラスに行っていた。

Boraがあったと顕著ゴルフ進水がであることは重大だった。 それは彼の国際マーケティングコミュニケーション帝国のためのダンの壮大な計画のstepping-stoneとして見られた。 In order to do that, he had to:

• maintain the guanxi of the FAW/DMG relationship

• make the Golf the best selling car in China as it was in the rest of the world

• get on the on-ramp for the selection of the single VW supervising agency, which would include DMG overseeing all the other 4A agencies serving FAW/GM business and the other VW cars being marketed in China

• get on the on-ramp for the selection for the contract for the events and PR management for the VW Olympic campaign

Dan needed an automotive executive with international and new model launch experience.

With an international headhunter search team, Dan found his man. He had a solid track record of automotive advertising agency leadership, of successful product launches and was CEO of a leading global 4A agency in North America.

The new man rolled up his sleeves and began producing papers, studies, strategies, marketing plans, etc. He worked hard, diligently, earnestly, and sincerely. He was personable and friendly.

He had also come over with the same set of perceptions and attitudes I had. I spent countless hours working, eating and relaxing with him, encouraging and coaching him to open his mind and accept the Chinese way.

In spite of my efforts, he didn’t change and continued thinking, acting and trying to sell cars like he had done in North America.

The Golf launch flopped.

After five months, he returned to North America.

Success has many fathers, but failure is an orphan.

There are several reasons for the Golf flop. In the time between the Bora and Golf launch, the market had drastically changed.
• Several years of annual doubling of car sales had changed the automotive landscape
• Expansion and additional entry of more global players
• Existing manufacturers greatly expanded product variety and selection
• All the more it was necessary that the lead man be thinking and implementing the Chinese way, not the Western way.

DMG continued on, winning the creative account for VW’s first Chinese brand campaign over O&M, DDB, BBDO, Grey Global and Saatchi & Saatchi. In addition, VW gave DMG a four-year marketing contract for the 2008 Olympics.

So you ask, why, after the Golf flop, did DMG win those two large, prestigious contracts?

Guanxi and face.

If this had happened in North America, the ad agency would have been fired. But the Chinese way is to take the long view. It is normal and accepted that a business relationship goes through phases, but the Chinese focus on the long-term, on strengths, trust and respect.
They had known and worked with DMG for over ten years. They respected and trusted each other.

Ernie Tadla www.odysseychina.net

Next Week: Two Case Histories
• Microsoft in China
• Wal-Mart in China