Gelijkaardig aan farmaceutische levering heeft de ketting, luxegoederen hun eigen ingewikkeldheid.

Tot een paar jaar geleden, werd de distributie van luxegoederen in China gecontroleerd door staat bezeten bedrijven met weinig kennis over verfijnde marketing, distributie en leveringsketen beheersstrategieën. Onder WTO verplichtingen, mochten de bedrijven zoals Alfred Dunhill hun eigen opslag in China in 2003 openen - het probleem was zij had een geen efficiënte distributie en logistiekoplossing voor vasteland China.

Lees de rest van „de Keten van de Levering van China de staaf - Deel II“ opheft of post een commentaar >>

De Chinese markt is een hoogst aangewezen markt voor vele organisaties wereldwijd in het verleden de twintig jaar geweest. Nochtans, het geen gemakkelijke te doordringen markt is. De Australische bedrijven zijn onder die Europeanen en Amerikanen die de markt met kleine positieve resultaten hebben aangepakt. Één primaire reden is dat zij niet de belangrijke rol en het effect van Chinese cultuur waarderen.

Lees de rest van het „Effect van cultureel verschil wanneer het ingaan van de Chinese markt“ of post een commentaar >>

By Mona Chung

China has become a synonym for future business growth. It is the business nirvana of the 21st century. It is the place to be. Companies are scrambling to get a share of the action. Not a day passes without some company making an announcement of an investment in their future which involves China.

Their reason for this scramble is the expectation of gaining vast increases in shareholder value. Reported performance would suggest that these expectations are difficult to realise. Anecdotal evidence would suggest that decreases in shareholder value rather than increases in shareholder value should be the expectation. Why is this? One reason for this is poor marketing performance. 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. Read the rest of “Marketing-China and Getting it Right” or post a comment

Luxury retailing in China clearly presents tremendous opportunities, but also risks and challenges. In addition to heightening competition as is common among emerging markets, the most significant and relevant of challenges for luxury brands concern Intellectual Property Rights (IPR) regulations, the time frame for a return on investment, low luxury brand awareness, booming Chinese tourism and limited retail infrastructure.

Read the rest of “Luxury Brands in China: Part IV” or post a comment >>

For certain luxury brands, China has already outstripped both Japan and Hong Kong as the largest single market in Asia Pacific. But the growing presence of luxury brands in China is bringing with it greater competition. The country’s busiest streets, such as Nanjing Road in Shanghai, are witnessing fierce competition among the world’s luxury brands. While some have warned that the China market is becoming saturated, for the time being the environment is still a positive one for potential entrants.

Read the rest of “Luxury Brands in China: Part III” or post a comment >>