由Ernie ・ Tadla

Bora發射是最成功的新的汽車發射在中國的汽車歷史上。 FAW/VW不能做他們足够快速地。

因為DMG不以下他們的全球性政策為做廣告和營銷樣式和格式，德國人，寂靜的傷害的沒得到他們的廣告商，真正地smarting。 然而，銷售是現象的。 VW聘用一家國際水平的市場研究香港企業調查驚人的發射結果的原因。

結論： 雖然DMG沒有跟隨全球性VW政策，市場反應了，因為中國人起反應對銷售對他們中國方式的人。

好現在為大一個。 當全球性汽車銷售在世界其他地方沿著走管時候， VW決定介紹高爾夫球，沒有。 1輛銷售的汽車在世界，向中國，世界的最迅速發展的汽車市場上。 市場在中國體驗40%-50%年鑒增量。

這時、VW和FAW請求DMG做高爾夫球發射，无需中的任一競標。

DMG可能看VW德國在中國想鞏固它的做廣告和行銷與一個唯一監督的代辦處，它為2008奧林匹克也將使用。 VW，是奧林匹克主辦者，去出色在旅行和DMG要的中國。

它是關鍵的高爾夫球發射是一樣卓著的，像Bora。 它在丹的盛大計劃被觀看了作為一塊墊腳石為他的跨國推銷通信帝國。 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