中国のバイヤーの」西部の会社の経験

Matthewハリスン著

中国ビジネスに彼ら自身を販売するために西部の会社が彼らの最大限度をしていることは明確である。  それらが`20によって目標とされたまたはより多くの」単独で去年内の西部ビジネスこと私達の調査の状態に含まれているすべての会社の終わる半分。  会社の41%は中国の会社によって行うと西部の会社によって少なくとも頻繁に目標とされることを主張する。  意見が西部のマーケティングの実行の点ではで私達着き、中国の販売キャンペーン、西部の会社の決定明白であるものは何でも。  中国ビジネスは低価格の製造者としてだけ、急増の購買力のために今大規模に目標とされている。

通信手段-どれだけうまく西部ビジネスは行うか。
本当潜在的な顧客を目標とする効果的な方法が必ずしもその潜在的な顧客が目標とされることを頼む方法ではないと言うためにである。  それにもかかわらず西部のアプローチを比較するために、それは報知的である

中国の標的市場の好みの会社。  何もその製造者の方に行為的であるために、特に前に使用されたないことはのは製造者である時製造者が適した方法の彼に近づくと感知する会社本当らしければ。  西部の販売のアプローチがターゲット中国人の聴衆が望む主要な通信手段にいかに対応するか図6は示す。

Figure 6 – How Well Do Western Companies Choose Their Marketing & Sales Approaches In China?

  
Strong communication through new media
When comparing the communications approach of Western companies with the preference of the target Chinese businesses, it can be seen that Westerners’ strengths and weaknesses fall into two distinct areas.  On the positive side, Western companies are seen as excellent in terms of their ability to communicate through new media.  The efforts made by Western companies to communicate in Chinese are recognised, and above all Westerners are seen as presenting themselves extremely professionally and clearly. 

A typical remark made by a Chinese businessperson in our study was “Western companies are excellent at using their websites to tell you exactly what they offer, and how it can benefit you.  They get straight to the point.  Chinese companies tell you about their people and what industry they are in but don’t really tell you what they do.”  This view of Western businesses (and Westerners in general) as being extremely direct is widespread in China, and often not seen as a positive characteristic.  However, in written business communications, absolute clarity is a distinct benefit and one which Western companies are using to their advantage.

Weak interpersonal communication
Perhaps unsurprisingly, Westerners’ abilities are seen as lacking in terms of interpersonal contact.  This manifests itself in a perceived unwillingness to attend events or visit the client’s workplace, or even to make phone calls (of course linguistic limitations are part of the reason for this).  Good as Westerners’ written communication is, complementing this with verbal and particularly face-to-face interpersonal contact is essential.  One of the most commonly mentioned and extreme differences between supplier-client contact in Western companies, in comparison with China, is Westerners’ tendency to think that ‘work is work’ and that it is therefore limited to the workplace.  In China, relationship building and often negotiations take place not only during the working day, but also at a restaurant afterwards.  Taking a business guest for a meal is a basic common courtesy.  The comment below is typical:

“The British don’t understand Chinese culture. Their technology and quality check system is mature and comprehensive, and they are professional in their field and everything they do.  They are polite, but that is not enough.  We’d like to invite them to join our supper after finishing working, but they can’t understand and will go back to the hotel directly.”

A particular area where Westerners place insufficient emphasis on interpersonal contact is in recognising the importance of exhibitions and similar events.  The prominence of these has been seen; however, many Western companies see insufficient tangible benefit in attending.  Western companies must understand that the right exhibition in the right location can be more valuable than almost any other aspect of the promotional mix.

How Well Do Westerners Get Their Message Across?

It has been seen that the means by which Westerners seek to communicate with potential Chinese customers leaves room for improvement.  Perhaps more important is the question of the messages Western companies actually convey, and how well these correspond to what the target market wants to hear.

There are a number of messages that most Western companies communicate extremely effectively, and others where the correct message is not being heard.  On the positive side, Western companies are seen as synonymous with high quality and professionalism, something which is exemplified not only in the products and services being bought, but throughout every aspect of the organisation.  Conversely, Western companies are seen as inflexible in a number of ways, ranging from the product or service specification through to negotiations and procurement procedures. 

High quality products and professionalism
Most Chinese buyers start from the position that the offering will be high quality when they begin to evaluate a Western company, and that usually turns out to be the case.  In other words, it would appear that Western companies are doing a good job overall in terms of meeting their clients’ product and service requirements.  A typical comment by a Chinese buyer in our survey was as follows:

“We are discussing with British company, we feel its service is better and more normal than local providers.”

General professionalism is seen as a key distinguishing factor between Western and local Chinese companies.  This manifests in many ways, ranging from the product itself, through to company literature, appearance and knowledge of staff, and paperwork.  Many Chinese buyers and business owners describe Western companies as more systematic and organised than their Chinese counterparts:

“German companies are extremely polite, professional and systematic.  The paperwork is always in order and the products are well made and durable.  They work seriously with strict principles.”

Poor ability to listen
An inability to listen is a common criticism of Western companies amongst Chinese buyers.  The importance of this cannot be overstated, and this relates partly to the need to show respect to any potential customer.  Most importantly, only by studying customers’ requirements and how they evolve in China, can any company hope to engage with and meet the needs of Chinese companies.

In general, the process leading up to the sale of a product or service in Western markets is clearly structured (see Figure 7 below).  It begins within a department inside the ‘customer’ company, where the need for a particular product or service is identified and then broadly scoped.  This typically gives rise to the construction of a briefing document or ‘spec’, in which the broad requirement is more closely defined.  Thirdly, potential suppliers are searched for, and the ‘spec’ discussed with or sent to a number of them.  This may lead to some fine-tuning of the spec.  Proposals are then prepared, there is sometimes a little more scoping and negotiating, and then the decision is made.

Figure 7 – Decision Making In The West

Within Chinese companies each stage of this process runs more or less concurrently.  Typically, the initial contact with potential suppliers happens at a relatively early stage, when the definition of the customer’s need is still developing.  It may not even be certain that the product or service in question is actually needed.  The potential supplier therefore becomes a participant not only in the definition of how the need can be met, but also in the definition of the need itself.  Briefing documents are rare, as are structured tender procedures.  Indeed, there is a huge opportunity for the company that successfully assists the Chinese business in the definition of its need, in that there is a high likelihood that the same company will be asked to meet the need it has just defined. 

Figure 8 – Decision Making In China
Of course, there are a number of unknowns.  The Chinese buyer may well be speaking to a number of other potential suppliers, who will be defining the customer’s need in entirely different ways, meaning that the nature and extent of the ‘competition’ will remain something of a mystery.The role of suppliers as definers of their potential customers’ needs is one reason for the longer sales process in China and other Asian markets.  Almost by definition, the initial enquiry to the supplier is rather vague, meaning that a number of interactions between supplier and buyer will be necessary before it has even been decided what the customer requires.  This in turn elevates further the importance of trust and an ability to establish a strong and trusting relationship with the potential customer.  All of this means that the successful salesperson will be the person who listens to and takes account of the client’s constantly evolving requirements, rather than the person who ‘dives in’ by specifying a solution and writing a proposal as soon as an enquiry has been received.“Many Western companies don’t know our requirement; indeed they promote their product blindly. Of course, we want the machinery with comprehensive and precise function as much as possible. However, they always emphasise that their products are good looking.  As for low prices, we care for it definitely, but quality is the most important for us.”

Therefore, Western companies are prone not to communicating their message in the wrong way; rather they tend to make a far more basic mistake: they refuse to listen, and therefore communicate completely the wrong message.Tendency towards exaggeration
Whilst the quality of Western companies’ marketing communications and the knowledge of their salespeople is seen as a real strength, there is a feeling amongst Chinese buyers that this can lead to a tendency to exaggerate the qualities of the company, product or service in question.  This can damage trust, something which usually proves fatal to any attempt to sell to a Chinese business. Chinese businesses are now experienced at dealing with Western companies, who have been contacting them as potential suppliers or customers for a number of years.  This has led Chinese companies to look out for early signs of potential problems, and many are particularly wary of new entrants from the West whose infrastructure or product offering may not yet be established in, or tailored to, the Chinese market.  Chinese buyers are particularly adept at asking questions that get to the core of exactly what a supplier’s offering is, and equally good at picking up exaggeration, something which is seen as symptomatic of a new entrant desperate for a sale.Unwillingness to negotiate
Linked to Western companies’ perceived unwillingness or inability to listen is a similar ill disposition towards negotiation.  This may well relate to the fact (already discussed) that definition of the customer’s needs and definition of how to meet those needs tend to happen concurrently rather than sequentially in China.  This can make Western companies feel unsure of exactly what they are negotiating about, something they tend to try to resolve by insisting on more structured negotiations.

“Their attitude to working is active, but they always make the same mistake that our disagreement can’t be resolved in time, and walk away.”

Rigid purchasing procedures are a frequent complaint, as is a tendency for companies to regard certain issues as simply ‘out of bounds’ at the negotiating table.  Payment terms is one example of this, but so, surprisingly, are many aspects of product or service specification.  Too many Western companies are unwilling to make their offerings sufficiently bespoke to the Chinese market.

Matthew Harrison, Director of B2B International and B2B International China. B2B International is a business-to-business agency headquartered in Manchester, UK.  The company has a subsidiary office – B2B International China – in Beijing and an American office in New York.

This is the third part of the B2B international article Marketing and Selling to Chinese Businesses, next week we will publish the fourth and final part. Here you can find the full article and part 1 and part 2