Ernie Tadla

Стартом Bora был успешно новый старт автомобиля в истории Китая автомобильной. FAW/VW не было в состоянии сделать их быстро достаточно.

Немцы, неподвижный ушибать над не получать их рекламное бюро, реально smarting потому что DMG не было following их глобальная политика для рекламировать и тип и форма маркетинга. Пока, сбывания были феноменальны. VW наняло фирму Hong Kong изучения рынка мир-типа для того чтобы расследовать причину для amazing результатов старта.

Заключение: хотя DMG не последовало за глобальный политикой VW, рыночное месте ответило потому что китайцы реагируют к кто-то которое выходит к им китайскую дорогу вышед на рынок на рынок.

О'КЕЙО, теперь для большое одного. Одновременно с глобальные сбывания автомобиля в rest of the world шли вниз с пробок, VW решило ввести гольф, нет. 1 продавая автомобиль в мире, к Китаю, автомобильном рынке мира самом быстром. Рынок в Китае испытывал 40%-50% увеличений ежегодника.

Эти время, VW и FAW спросили DMG для того чтобы сделать старт гольфа без VS конкурсные предлагать цену.

DMG смогло увидеть что VW Германия хотело консолидировать свои рекламировать и маркетинг в Китае с одиночным наблюдая агенством, которое оно также использовало бы для 2008 Олимпиад. VW, которое было рекламодателем Олимпиад, было идя большим временем в Китае и DMG, котор хотят внутри на отключении.

Было критическо что старт гольфа как выдающий по мере того как Bora было. Оно было осмотрено как шагать-камень в плане Дэн грандиозном для его международной империи маркетинговых коммуникаций. 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