Marketing-China and Getting it Right营销-中国和获得它的权利
By Mona Chung由莫纳涌
China has become a synonym for future business growth. 中国已成为一个代名词，为未来的业务增长。 It is the business nirvana of the 21st century. 它是商业涅槃的二十一世纪。 It is the place to be. 这是地方为。 Companies are scrambling to get a share of the action. 公司正在竞相争取份额的行动。 Not a day passes without some company making an announcement of an investment in their future which involves China. 没有一天不及格，没有一些公司公布的一项投资，他们的前途，其中涉及到中国。
Their reason for this scramble is the expectation of gaining vast increases in shareholder value.他们的这一结果的原因是争夺的期望越来越显着增加股东价值。 Reported performance would suggest that these expectations are difficult to realise.报道表现会建议这些期望难以实现。 Anecdotal evidence would suggest that decreases in shareholder value rather than increases in shareholder value should be the expectation.传闻证据就说明跌幅股东价值，而不是增加股东价值，应该是期望。 Why is this?这是为什么呢？ One reason for this is poor marketing performance.其中一个原因是营销乏术的表现。 Comparing companies that have been successful with those that have not suggests that better preparation directed at understanding the market context, marketing operating requirements (this includes marketing management) and their surrounding culture would have seen fewer red faces at senior management level and less red ink at shareholder level.比较公司已经成功地与那些未提示更好地筹备针对理解市场的背景下，营销经营费用（包括市场营销管理）和其周围环境的文化就会看到少红面孔，在高级管理人员的水平和少红墨水在股东水平。
There is not enough space here to discuss all the market context, marketing operations and cultural contexts impacting on performance in China in this article.有没有足够的空间，在这里讨论的所有市场的背景下，营销业务和文化背景所影响，表现在中国，在这篇文章。 However, a number of the more important considerations are discussed below.但是，有一些更重要的考虑是：在下文讨论。
Australians and Chinese share the same commercial values 澳大利亚人和中国有着相同的商业价值
The Chinese business environment in which marketing operations are embedded is the same as any Western business environment.中国商业环境中，营销业务是嵌入式是一样的，任何西方的营商环境。 Chinese business is there to make money.中国企业是有才能赚钱。 Chinese buyers are there to satisfy their needs.中国买家在那里是为了满足他们的需求。 Chinese management is searching for profit and consumers are searching for value!中国企业管理正在寻找利润和消费者正在寻找价值！
China is many markets中国是许多市场
• Don’t miss the diversity •千万不要错过多样性
Assuming China is one market is, in many cases, a damaging assumption.假设中国是一个市场，在许多情况下，损害的假设。 China is a vast collection of many markets.我国是一个幅员辽阔，收集了许多市场。 Market differences within China are as great as those found across the countries of Europe.市场分歧，中国是伟大的，因为这些发现横跨欧洲国家。 In China many cities are so large that market segments within them exist as economically viable units.在中国许多城市都拥有这样庞大的市场区间内，他们存在经济上可行的单位。 This is somewhat different from Australia where the principal problem is finding, not segments, but economically viable segments.这是有点不同，从澳大利亚那里的主要问题是，要找到，而不是部分，但在经济上可行的部分。 Competition is ferocious.竞争是来势凶猛。 The craziness of cities like Shanghai and Beijing is that a bottle of water may cost $0.50 to $15.00 depending on the level of competition and buyer affluence in complex, relationship based distribution networks.这个疯狂的城市，如上海和北京，就是一瓶水，可能要付出0.50美元，以$ 15.00视的竞争水平和买方富裕，在复杂的，这种关系是建基于分销网络。
This problem is compounded when working between cities.使这一问题更加复杂，工作时，城市之间。 Differences between Beijing and consumers in Shenyang consumers are considerable.分歧，使北京与消费者在沈阳消费者是十分可观的。 Consumption priorities, for instance food and clothing, show dramatic differences due to sub cultural influences and great differences in income levels.消费的重点，例如食物和衣物，显示的巨大差异是由于亚文化的影响有很大的差异，在收入水平。
• Market Research will be expensive •市场研究会很昂贵
Because of the diversity research in one city does not guarantee success in another city.由于对多样性研究中的一个城市，并不能保证成功，在另外一个城市。 To deal with the diversity in China within the budget of most Australian companies’ requires highly targeted or cleverly stratified research.处理与多样性在中国概算以内，大多数澳洲公司' ，我们必须有高度针对性的，或巧妙的分层研究。 To test and understand the diversity and variability in China requires very large sample sizes.以测试和了解的多样性和多变性，在中国，需要非常大的样本大小。 This is not the case in the Australian market were sample sizes of 500 suffice in most cases.但事实并非如此，在澳大利亚市场获得样本大小的500就够了，在大多数情况下。
• Focus on realistic expectations •侧重于现实的期望
China has great potential but the streets are not paved with gold.中国有着巨大的潜力，但街道并非遍地黄金。 In order to cope with this diversity for most Australian companies a one city entry strategy is obligatory.为了应付这种多样性对于大多数澳洲公司在一个城市进入战略是强制性的。 And for many a one segment entry strategy is obligatory.和许多一部分进入战略是强制性的。
Chinese are different and the same中国人是不同的和相同
• differences v. commonalities •分歧诉共性
The opposite of the above problem is seeing the diversity and missing the commonalities.相反，对上述问题，是看到多样性和失踪的共同之处。 Treating each Chinese person as different is as bad as treating them as the same.对待每一个中国人都为不同的是，由于恶劣的，因为善待他们，因为相同的。 It is true that dealing and relating to Chinese from different areas requires some adaptation.这是事实，并处理有关中国人，从不同领域都需要一些适应。 However, care must be taken to ensure that this adaptation does not decline into a patronising sensitivity to assumed cultural differences between the Chinese.不过，必须注意，以确保这一适应不下降，成为一个光顾的敏感性，假定彼此的文化差异是中国人。
• good results can’t be rushed •良好的效果不能操之过急
One distinct difference between Australian education system and Chinese education system is the process of data, analysis of data and the decision-making process.其中一个显着的区别澳洲的教育体系与中国的教育制度是过程数据，分析数据和决策过程。 On the one hand the Australian educated manager is inclined to be confident and brash on the other hand the Chinese manager is inclined to be cautious and considered.在一方面，澳洲受过教育的经理人倾向于把自信和傲慢的问题，另一方面，中国经理人倾向于保持谨慎考虑。 You should not expect rapid acceptance of what appears to you to be an outstanding offer.你不应该指望迅速被接受，看来你是一个优秀的优惠。
The value of your knowledge and experience change once they are in a different market价值你的知识和经验，一旦他们正处于一个不同的市场
The belief that Australian companies know how to do it better has been a common attitude exhibited by expatriate managers.相信澳大利亚的公司都知道怎样做更好一直是共同的态度所展现的外籍经理。 This hubris is often reinforced by the common Chinese approach to Australian managers.这种傲慢往往是钢筋由共同的做法，中国对澳大利亚经理。 Chinese are educated to be modest towards other people especially towards “foreign guests”.中国人是受过教育的要温和，对其他的人，尤其是对"外国客人" 。 Sensitivity to this politeness has often led Australian managers to believe that they are more advanced and more superior to their Chinese counterparts.敏感性这个礼貌往往导致澳洲经理人相信他们是更先进和更优于中国同行。 Chinese management will politely say to Australian management that the Australian management system is more advanced than the Chinese system.中国企业管理将礼貌地说，以澳大利亚管理，澳管理制度较为先进，比中文系统。 It is unwise to accept that this as their true belief.这是非常不明智的同意，在这方面，因为他们的真正信仰。 This is simply politeness.这只不过是礼貌。 The reality is that the Chinese have thousands of years of management experience working in some of the largest organisations the world has ever seen.现实情况是，中国人几千年来的管理经验，工作，在一些最大的消费者组织，世界从未见过的。 In China, middle management can constitute control over thousands of employees compared to the tens or hundreds of employees controlled by middle management and Australian companies.在中国，中层管理人员，可构成控制数以千计的雇员相比，数十家或者甚至数百名员工控制的中层管理及澳洲公司。
One interesting question arises when companies utilise an employee who has been educated in both systems.一个有趣的问题出现时，公司利用雇员如已受过教育，在这两个系统。 Do they get the best of both approaches?他们是两个方面的最佳途径？ Unfortunately this is not guaranteed.可惜这是不可能一劳永逸。 As one senior executive of the largest Australian company operating in China stated:, “I employed four Chinese all of whom had MBA’s from Australia and they failed badly.作为一个高级行政人员最大的澳大利亚公司在中国开展业务表示： "我雇用的4名中国人，所有这些人，有工商管理硕士学位的，由澳大利亚，他们没有工作做得不好。 They seem to have picked up the bad habits from both sides.” So what is the answer?他们似乎都拿起了坏习惯，由双方" ，所以答案是什么？ The answer is your recruitment process.答案是你的招聘程序。 If you are recruiting human capital of a specific value, you must ensure your recruitment officer is capable of recognising this value.如果你是招募人力资本的一个特定值，你必须确保你的招聘人员能够认识到这个价值。
China: the paradox中国：悖论
China is a paradox.中国是一个悖论。 You need to see on one hand the differences and on the other hand the commonalities among people in order to succeed.你必须看到，一方面分歧和问题，另一方面共同点，人与人之间才能取得成功。 This is the difficulty in dealing with the Chinese market.这是困难的，在处理中国市场。 Garry Titterton, the Asia-Pacific CEO of D’Arcy Masius Benton and Bowles articulated this paradox.的Garry蒂特顿，亚太总裁段arcy马修斯顿和查尔斯阐述这个悖论。
“The challenges facing multinationals are rigorous. "面临的挑战跨国公司是严谨。 China is more complex than Europe there is a huge ignorance of the complexity in China. 中国是复杂得多，欧洲是一个巨大的无知的复杂性在中国。 China is a place we have to be very patient and you got to build overtime. 中国是一个地方，我们一定要非常有耐心，你得建立加班费。 You can’t go in and invest short-term and then pull out and then try to get back in again. 你不能去和投资短期内，然后再拉出来，然后再试图找回了一遍。 It’s about being consistent, steady, building a reputation building confidence and then the rewards will come.” 它的大约一致，稳定，建设一个名声是建立信任，然后再回报将来吧" 。
The complexity he mentions relates to the diversity in the markets and referring to the time to penetrate markets he refers to the common cautious approach of the Chinese in their business relationships.复杂性，他提到，涉及到多样性，在市场和借鉴的时候，以穿透市场的，他是指以共同采取审慎的做法，中国人在自己的商业关系。 Thus, diversity and commonality must be managed in China to be successful.因此，多样性与共同性的管理必须在中国获得成功。
Mona Chung莫纳涌
March 21st, 2008 at 2:45 am 2008年3月21日在上午02时45分
Mona,莫纳
you have some good points.你有一些好的意见。 While I may disagree that Chinese managers are effective because of their thousand year history I do agree that Chinese management practices, while perhaps seeming inefficient and backwards to foreigners, are much, much more efficient and useful in the Chinese business context.虽然我可能不同意，中国的经理人，是无效的，因为其1000年的历史，我同意中国的管理做法，而也许看似低效和落后的外国人，都还有很多，很多更有效和有用的，在中国的业务。 Of course, such management practices in a Western business culture would be just as disastrous as the “no nonsense” approach is here in China.当然，这种管理方法，在西方商业文化将如同灾难性的，因为"没有废话"的做法，是在中国。
March 21st, 2008 at 4:04 pm 2008年3月21日于下午4时04分
Best practices have no nationality and are not limited by race or geography.最佳做法是没有国籍，并不仅限于按种族或地理。 While cultural considerations MUST be included in any management strategy, the hubris shown here in demeaning western-style management practices is as outstanding as it is offensive.而文化的考虑，也必须包括在任何管理策略，傲慢在这里显示，在驾驶座上西方式的管理做法，是作为优秀的，因为这是冒犯之意。 If western-style methods are in fact so inept, why are so many Chinese so eager to study at western business schools?如果西方式的方法其实都是如此无能，为何有如此多的中国人热衷于学习西方的商学院？ And why have western-style practices succeeded in creating the current economic boom in China?为什么西方式的做法，成功地建立了当前中国经济繁荣吗？
Managers from other countries are repeatedly implored by Chinese colleges, universities and businesses to teach their “advanced management practices” to Chinese companies and students.经理人来自其他国家一再恳求所中文学院，大学和企业，以教导他们的"先进的管理做法" ，以中国公司和学生。 It’s not the manager’s fault if he or she trusts and believes this.这不是经理人的过错，如果他或她信任，并相信这一点。 Trust is the basis of any good relationship, including business relationships.信任是基础，任何良好的关系，其中包括商业关系。 If we are to take what is said here at face value, a responsible person must ask: Where does “being polite” stop and “being honest” begin?如果我们要采取哪些是在此间召开的面值，作为一个负责任的人要问：究竟"礼貌性"的规定，停止与"诚实"的开始？
Any business person must be concerned with facts.任何业务的人必须关注的事实。 We have only to look at history.我们只要看看历史。 From the 1950’s until the mid-1990’s, China’s State Owned Enterprises operated with substantial losses due to poor fiscal practices.从上世纪50年代，直到20世纪90年代中期，中国的国有企业经营与重大的损失，由于穷人的财政惯例。 It was considered more important for people to have jobs than for the company to be profitable.它被认为是更重要的人有就业机会，比该公司实现赢利。 This was in accord with modern (not traditional) Chinese philosophy where providing for the worker was considered paramount.这是符合现代（而非传统的）中国哲学那里，规定为工人被认为是至高无上的。 The failures of this system were dramatic and pervasive.失败了本系统的戏剧性和无孔不入的。 When economic growth took the focus in China during the 1990s, where did the government look for solutions?当经济增长了集中在中国，在上世纪90年代，那里没有政府，寻求解决办法？ To Europe, Australia, and the US and our western-style management methods.以欧洲，澳洲，以及美国和我们的西方式的管理方法。
The so-called “thousand years practices” from traditional Chinese management relied on the feudal system, which has resurfaced in modern China.于是，所谓" 1000年的做法" ，从中国传统的管理依赖于封建系统，这套系统已经铺在现代中国。 Feudal methods are unfair by definition.封建的方法是不公平的定义。 To claim otherwise is to ignore history.为了索赔，否则就是不顾历史。 They depend not on a system or body of knowledge; rather, they depend on the character of the person.他们不依赖于一个系统或机构的知识，而是他们在很大程度上依赖于性格的人。 This is why the teachings of Lao Zi, Kong Zi (Confucius), and “The Five Books” were required reading for traditional scholars in pre-modern China; they stressed social responsibility, honesty, and development of good character.这就是为什么遗训老子，孔子（孔子） ， "五书" ，需要阅读传统学者前现代中国，他们强调社会责任，以诚信，求发展的良好品格。 The need to develop “good character” is reflected in the resurgence of Confucianism in modern China today.需要发展的"好"字，是反映在死灰复燃的儒家思想在当代中国的今天。
That China considers it acceptable for some people to “get rich first” is a common theme and has been actively promoted by China’s leadership. ，中国认为它可以接受一些人"先富起来"是一个共同的主题，并一直在积极地推动中国的领导。 Unfortunately, this is also creating the resurgence of a modern feudal system of management.不幸的是，这也创造了死灰复燃的一个现代封建的管理制度。 The difficulty with the feudal system is that many workers are treated badly and their health sacrificed in the name of profits.困难与封建制度的是，很多工人待遇恶劣，以及其健康的名义牺牲利润。
It is a credit to the governance in western countries that workplace safety laws have been created to help protect workers.这是一个信用，以治理在西方国家工作场所安全法规已经开设，以帮助保护工人。 It is a credit to western-style management best-practices that employees are considered valuable assets.这是一个信用，以西式管理的最佳做法，雇员被认为是宝贵的财富。
Looking at management practices with any sort of slanted view creates distortion and results in problems.从管理实践与任何形式的倾斜的看法产生失真和结果的问题。
Individuals may or may not effectively implement the best practices for a business, a region, or a market-sector.个人可能或不可能有效地实施最佳做法，一个企业，一个地区，还是一个市场部门。 But to say that one country or another has a monopoly on what is “the best way” is totally inaccurate.但是，也就是说，一个国家或另一个具有垄断对什么是"最好的方法" ，是完全不正确。 What works well in South Carolina may not work at all in Ontario; what fails in Northern France may be just what is needed in Southern Ukraine; and what works perfectly in Hong Kong may fail miserably in Jiangsu.是什么在起作用以及在南卡罗来纳州可能无法正常工作，在所有在安大略什么未能在法国北部有可能只是需要什么，在乌克兰南部及有何工程完全在香港有可能失败收场，在江苏省。
Failing to consider the impact of management practices on the workforce will create failure for the business.未能考虑的影响，管理的做法对劳动力将创造失败业务。 Failing to consider the benefits of good management practices due to cultural bias or favoritism will also create failure for the business.不考虑效益好的管理做法由于文化偏见或任人唯亲，也将创造失败业务。
Western management methods are distilled from the best practices of many cultures and many people.西方的管理方法是蒸馏，从最佳做法的许多文化和许多人。 Their success is not based on which culture or which country created them; their success is based on their effectivity in the marketplace.他们的成功不是基于文化或哪一个国家创造了他们，他们的成功是基于其有效性，在市场上。
March 26th, 2008 at 2:55 am 2008年3月26日在上午02时55分
We have 2-year experience of change management deployment in China.我们有2年经验的变更管理在中国的部署。 I must admit that the pure western management style WILL NOT work in the local communities.我必须承认，纯西方的管理模式是行不通的，在当地社区。
However, one should practise soft approach in the daily management responsibilities with the western mindset behind.然而，就应实行软办法，在日常管理职责与西方观念落后。 Exceptions must be considered & tolerated.例外情况必须予以考虑＆不能容忍的。 one plus one does not always equal two.一加一不等于总是两个。
Building a strong rapport with the team is vital, thus high emphasis on communication, and open door interaction must be established.建设一个强大的融洽与团队是至关重要的，因此，高度重视沟通，开放的互动必须建立。
Do tone-down your western KPI’s driven & my-way or the highway style of management.这样做的调子-你的西方关键绩效指标的驱动＆我的单向或公路的管理风格。
April 2nd, 2008 at 12:12 pm 2008年4月2日在下午12时12分
Interesting article and I would have to agree with Terri’s first point “best practices have no nationality….”.有趣的文章，我将不得不同意Terri活动的第一点的"最佳做法是没有国籍… … " 。
Neither does profit.不求利润。 No matter the country of origin or of operation, businesses exist to make a profit.无论从原产国或运作时，企业存在的目的是为了赢利。 A good manager, no mater where they are from, MUST find the way to make their operation profitable within a reasonable period of time or they are not doing their job.一个好的经理人，不管他们是从，必须寻找出路，使他们有利可图运行在一个合理的时间内，或者让他们不要做他们的工作。 Let me stress WITHIN A REASONABLE time.我想强调一下，在一个合理的时间。
Taking to long to ramp up and start to show potential if not actual profit will put the entire organization on the firing line.同时考虑到长期的增产行动，并开始表现出的潜力，如果没有实际的利润，将整个组织就火线上。
Too many managers want to use “it’s China - it’s complex, it’s guanxi, it’s (fill in the blank)”as the reason why the operation lags behind the plan for revenue and profitability.太多的经理人想用"的中国-它的复杂的，但它的广西，它的（填空） "作为理由，操作滞后于计划，收入和盈利能力。
A manger who works in China. 1经理人工程在中国。 like one anywhere else, must find the keys to building a profitable organization and those keys will never be completely “Chinese” or “Western” or “American” or “Australian”.喜欢一个地方，一定要找到钥匙建设一个有利可图的组织和那些钥匙将永不可能完全是"中国人"或"西方"或"美国"或"澳" 。 They will simply be good management skills for the time and the place.他们将只是良好的管理技能的时间和地点。
PS I would beg to differ that China is more complex than Europe or anywhere else for that matter.聚苯乙烯我会同意我的见解说，中国是复杂得多，欧洲或其他地方，为这件事。 Every market has complexities that are unique and the more of them you experience the more experience you have to help you meet the next challenge.每一个市场的复杂性，是独特，和更多人，你的经验越多，经验，你要帮助你应付未来的挑战。