Ernie Tadla의

Bora 발사는 중국의 자동 역사에 있는 성공적인 새로운 차 발사이었다. FAW/VW는 충분히 빨리 그들을 만들 수 없었다.

DMG가 뒤에 오지 않았기 광고를 위한 그들의 세계적인 정책 그리고 매매 작풍 그리고 체재 때문에 독일인, 그들의 광고 회사를 얻지 않는 고요한 낙상 정상은, 진짜로 smarting. 아직, 판매는 놀라웠다. VW는 시장 조사 홍콩 세계적인 굉장한 발사 결과를 위한 이유를 조사하기 위하여 상사를 고용했다.

결론: DMG가 세계적인 VW 정책을 따르지 않았더라도, 상업의 중심지는 중국 사람이 그들에게 중국 방법을 시장에 내놓는 누구에게 반작용하기 때문에 반응했다.

큰 것을 위한 좋아요 지금. 세계 기타 지역에 있는 세계적인 차 판매가 관 내려갈 때, VW는 골프, 아니오를 소개하는 것을 결정했다. 세계, 중국에, 세계에서 급성장 차 시장에 있는 1대의 판매 차. 중국에 있는 시장은 40%-50%의 연감 증가를 경험하고 있었다.

이번에, VW 및 FAW는 무엇이든 경쟁 입찰 없이 골프 발사를 하기 위하여 DMG를 요청했다.

DMG는 VW 독일이 또한 2008의 올림픽스를 위해 이용할 단 하나 감독 기관을 가진 중국에 있는 그것의 광고 그리고 매매를 결합하고 싶었다는 것을 볼 수 있었다. 올림픽스 후원자인, VW는 여행에 안으로 원한 중국과 DMG에서 최고에 가고 있었다.

Bora가 인 것처럼 걸출하다 골프 발사가 결정적이었다. 그것은 그의 국제 마케팅 커뮤니케이션 제국을 위한 Dan의 웅대한 계획에 있는 디딤돌로 전망되었다. 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