From “Made in China” to “Made by China” 从“中国制造”到“中中国制造到中国创造.pdfPDF fileThe importance of building a powerful brand strategy to grow your

From “Made in China” to “Made by China”

(从“中国制造”到“中国创造”)

- Transforming Chinese Brands to a Global

Sensation

April 2015

1

© LEVEL5 STRATEGY GROUP™ 2015 CONFIDENTIAL - DO NOT COPY

Why do we see so few Chinese brands in the west?

Eight pathways of taking Chinese brands to global

market

The importance of building a powerful brand strategy to

grow your business globally

Transcultural competence in transforming Chinese

brands into global brands (not included in today’s

presentation)

2

Our Key Topics Today

Why do we see so few

Chinese brands in the

west?


Two global lists and two very different results

• The 2014 list included 95

Chinese companies (vs 89 in

2013)

• On Fortune Magazine’s Top

10 Largest Public Companies

in the World, China has 6

companies on the list, with

top 3 are all Chinese banks

• In the meantime, 128 US

companies listed, down from

132 in 2013

Fortune Magazine Top 500

World’s Largest

Corporations

• However, only one Chinese

brand is listed on the Interbrand

2014 top 100 list – Huawei

Technologies (#94)

• Top 5 global brands are Apple,

Google, Coca Cola, IBM and

Microsoft

Interbrand’s

Top 100 Global Brands


So what explains this gap?

1. Selling branded products to the developed world would require:

向发达国家销售品牌产品需要：

– Building a brand loyalty with consumer profitably - it is an expensive process

在消费者心目中中构建品牌形象——这是一个代价昂贵的过程

• Requires to build a sophisticated internal and external business system

需要建立一个精密配合的内部与外部的商务系统

• Conduct aggressive marketing campaigns to sell consumer products from an

unknown company

名不见经传的公司需要进行积极的市场营销活动来销售产品

© LEVEL5 STRATEGY GROUP™ 2015 CONFIDENTIAL - DO NOT COPY 6

As a Chinese brand expands into the North American market, the

first challenge is to build awareness and familiarity

Purchase

Familiarity

Consideration

Loyalty

Advo-

cacy

Awareness Who is this company?

• Xxx currently has little brand

awareness in the Canadian

market

What are they about?

• Consumers do not know what

makes the brand unique or

why they should consider

purchasing from them


Chinese brand global expansion roadmap

1. Market Assessment

2. Opportunity Identification

3. Develop Core Messages

4. Market Expansion Roadmap

5. Implementation and Execution

Phase 1 Phase 2

• How big is the

market opportunity

in xxx and what

would be the

potential

challenge?

(category,

competition,

consumer,

customer/channel,

company)

• What will be our

market entry

strategy?


overall vision?


operating model?


competitive

advantage in the

xxxx market?

• What is the

value

proposition,

brand DNA,

positioning and

communication

message?

• What will be the

key activities

required to focus

and invest in

achieving

company’s market

entry goal?


ROI of the market

entry plan?

• How do we

bring the

market entry

roadmap to

life? (sales

channels,

marketing, HR,

R&D, pricing,

social

responsibilities,

local

partnerships,

etc.)

市场考证机会鉴定品牌策略制定行动方案制定具体实施


So what explains this gap?

2. Selling branded products to the developed world would require:

向发达国家销售品牌产品需要：

– Confront perceptions of a country not known for quality with Western consumers

在西方消费者心目中，新兴市场国家的产品往往不代表质量的保证

• Acquire new competencies, capabilities 增进开拓发达市场所需的新能力

• Transform existing business models 改进现有的商业模式

• Asking new questions and seeking new information 询问新的问题，寻找创新方式


Confronting Western Perception of “Made in China”

Note: LEVEL5 “China Country Brand” BrandCards research summary

Chinese products are usually in association of these words:

中国产品通常与以下词汇联系在一起

• Cheap 便宜

• Poor quality 质量差

• Untrustworthy 不值得购买

• Less sophisticated 做工粗糙

• Undesirable 不受欢迎

• Not innovative 无创新元素

• Unfriendly 不友好

• Communism 共产主义


Global country perceptions (spring 2014)

Question: Do you have a favorable view of China

Source: Pew Research Global Attitudes Project, http://www.pewglobal.org/database/indicator/24/


The World’s Factory

世界工厂

High growth to #2 economy

快速发展为世界新第二经济体

Olympics 奥林匹克运动会

Rise of urban elites 城市精英的崛起

Building boom 建设热潮

Foxconn/Apple 富士康/苹果

“Chinese Dream” 习近平的中国梦

Bo Xilai 薄熙来

Disasters: Sichuan, Wenzhou train灾害事故：四川地震，温州动车事故

Hygiene (SARS, H1N1, melamine,

some foods…) 卫生问题（SARS, 甲型H1N1流感，三聚氰胺，食品安全）

Ai Weiwei, Lu Xiaobao 艾未未，卢小

宝

Deep mistrust (cyber-espionage)深深的不信任（网络间谍）

More aggressive foreign and military

policy 更加激进的外交与军事政策

China sets a path

中国特色之路

Rise of the Urban Consumer &

Western consumer brands

内地与西方消费品牌的崛起

Join WTO

加入世界贸易组织

Downplay revolution, highlight

nationalism

淡化革命色彩，强调名族主义

New superpower 新超级大国

Sweatshop factories

血汗工厂

Hong Kong handover

香港政权交接

West’s Recognition &

Admonishment

西方的认可与警示

Table tennis 乒乓球

Private enterprise allowed in

urban centres

允许民营企业进入城市中心

Deng Xiaoping’s

decentralization of power

邓小平主张权利去中心化

Tibet 西藏问题

Tiananmen Square massacre

天安门大屠杀

Period of Upheaval

剧变期

Nixon visits China

尼克松访华

Isolationism 孤立

One child policy 计划生育

Communism 共产主义

Gang of Four 四人帮

Cultural Revolution 文化大革命

Western perceptions of China over time Cultural

Revolution &

Gang of Four

文革及四人帮时期

(1966-1979)

Deng Xiaoping’s

Rule

邓小平掌权时期

(1980-1991)

Economic

Reform &

Urbanization

经济改革与城市化

(1992-2002)

Emerging

Superpower

新兴超级大国

(2003-Future)

（2003年以后）

Pre-Cultural

Revolution

文革前

(Before 1966)

（1966年以前）

The Middle Kingdom

未觉醒的巨龙

Exotic Land of Riches

丰饶的异域

Imperial courts

帝国王朝

Great Wall 长城

Chinese food 中华美食

Fabric and china

纺织品与瓷器

Inscrutability 难以预料

Peasants 小农社会

Coolies 苦力

Opium dens 鸦片馆

Note: LEVEL5 “China Country Brand” BrandCards research summary

Can the next Samsung come

from China?

“Although China has a large GDP, we do not have a brand like Coca-

Cola, Pepsi, or Carrefour. As entrepreneurs, we must solve this if we

wish to transform China from a strong country to a powerful one.

Brands are very important and we always wonder if we can have a

brand like Nike from China.”

“虽然中国有着庞大GDP，但是缺少一个像可口可乐，百事，或者家乐福一样的国际品牌。作为中国企业家，若是想将中国从一个大国转变为具有影响力的强国我们必须解决这个问题。品牌至关重要，我们总是在想中国是否能打造出一个像耐克这样有实力的国际品牌。”

Gu Jun Jie 顾俊业 (音译)

Vice President of Bright Foods 光明食品副主席


Many Chinese companies have started the same transformation

that Japan and South Korea went though

• Building a global Chinese brand, one that is accepted by consumers in the developed

countries, is a matter of national pride

树立一个全球性的中国品牌，一个被发达国家消费者所认可的品牌，是一个关系名族自豪感的话题

• The return of many young Chinese to the mainland is accelerating the push to brands

大批青年才俊回归中国大陆，推动了品牌的发展

• Branding philosophy and skills are slowly infusing Chinese firms

树立品牌的理念以及技巧也慢慢植入中国公司之中

• Some Chinese brands are no longer satisfied by either meeting domestic demand or

produce components for foreign brands, and have begun the process of transitioning to

global brands

一些中国品牌已经不再只满足于满足国内需求或为国外品牌生产配件，转而开始推进品牌全球化的进程


• Chinese companies also benefit from greater government support and easier

access to low-cost capital

中国公司同时从更大力的政府支持中受益，更容易获得低成本的融资

• After many years of efforts, one may argue that the Chinese brands, such as

Galanz, Haier, Hisense, Huawei, Lenovo, Pearl River Piano, Shanghai Tang,

Tsingtao and ZTE, are already global brands, even if they are not top-of-mind

Western consumers

• 经过多年的努力，有些中国品牌，如格兰仕，海尔，海信，华为，联想，珠江钢琴，上海滩，以及中兴通讯，从某种意义上说已经成为了国际品牌，尽管可能不是西方消费者心目占据最高位的品牌

15

Many Chinese companies have started the same transformation

that Japan and South Korea went though

Therefore, the answer is absolutely “Yes”!

But how?

Eight pathways of taking

Chinese brands to global

market (中国品牌走向世界的八条可能途径）


1.The Asian tortoise route

亚洲龟后来居上路线

Basic Principles 基本概念:

• To establish a beachhead in a Western country by selling a decent product for a very low

price to a niche market

通过以低价向潜在利益市场销售拳头产品，来抢滩西方国家市场

• Then, in an upward spiral of interlocking steps, to increase quality and to price the new

version slightly higher

然后，循序渐进地提升产品质量以及价格

• And so on, until the brand achieves dominant market presence across the entire

price/quality range

直至品牌在整个由价格以及质量知道的市场中脱颖而出

• Japanese companies pioneered this path to global brands, followed by Korean firms, and

now the Chinese companies are pursuing this route

日本公司是这条品牌全球化之路的先驱，韩国紧随其后，现在，中国正在这条路上探索


Background 背景:

• Only 17 years ago, Haier was nearly bankrupt, a dilapidated factory only capable of producing

poor quality refrigerators.

17年前，海尔近乎破产，是个只能生产低质量冰箱的破旧工厂

• Haier’s global strategy started in 1995

海尔的国际化步伐起始于1995年

– First, via several joint venture with local white goods producers in Indonesia, the Philippines,

and Yugoslavia

一开始，与印度尼西亚，菲律宾和南斯拉夫的公司建立合资企业

– Then, entered the US and European market

随后，进入了欧美市场

– Instead of the “easy way first” approach, Haier took the “hard way first”, to a truly global

brand

海尔从一开始就决定采取走上“艰难之路”，而不是”快速简单之路“，目的就是为了创建真正的中国国际品牌

– “If a country has no global brand, Haier is willing to be the pioneer”, proclaimed by Mr. Zhang

Ruimin (Chairman of Haier)

“如果中国还没有产生一个真正的国际品牌，海尔愿意在这方面做个先驱者”，海尔集团董事长张瑞敏说。

The Asian tortoise route 亚洲龟后来居上路线

Case Study: Haier 案例分析(海尔)


Global Strategy全球战略 – Picking an Entry Point 定位切入点

• Initially focus on a segment of the market that other white goods’

suppliers had overlooked – the dormitory refrigerator.

最初着眼于被其他白色家电供应商忽视的细分市场：小型宿舍冰箱

• Competitively priced at just over $100, Haier’s value-priced line of

compact fridges began available at U.S. retailer giants including

Wal-Mart, Lowe's, Best Buy, Home Depot, etc.

走高性价比路线的海尔冰箱售价仅为100美元出头，并开始在沃尔玛，劳氏，百思买，家得宝等大型美国零售商上架




Global Strategy全球战略 – Picking an Entry Point 定位切入点

• With this established in 1999, Haier moved quickly to also making

and selling affordable wine coolers, refrigerated beer keg

dispensers, washing machines, dryers, dishwashers, air

conditioners and eventually a sophisticated line of flat screen

televisions

1999年，海尔在宿舍冰箱这一头已经牢牢扎根，于是开始生产并销售平价冷酒器，冷藏啤酒桶柜，洗衣机，烘干机，洗碗机，空调，以及品质稳定的平板电视上都迅速发展




Global Strategy – Locally Designed, Locally Made and Locally Sold

全球化战略—本地设计，本地生产，本地销售

• Enables Haier to acquire the latest market information and

understand changes in local consumer demands

使得海尔可以获得最新的市场信息，了解本地市场消费需求的变化

• Sets up its design center in LA, manufacturing base in South

Carolina and marketing headquarters in New York

在洛杉矶设立设计中心，北卡罗林纳设立工厂，纽约设立营销总部 – Produces suitable products for local markets 生产符合本地市场需求的产品

– Provides consumers with better service 为消费者提供更好的服务

– Manufactures locally and rapidly respond to the market demand 本地制造，迅速对市场需求做出反应

• Localized marketing promotions 本地化市场营销 – The US advertising slogan was “What the World Comes Home To” 海尔美国广告语“世界入我家”

– The European slogan was “Haier and Higher” 海尔欧洲广告语“海尔越来越高”




Global Strategy全球战略 – Being Flexible and Innovative 灵活创新

• The ability to differentiate the brand with innovative products and

with niche products in much larger product categories

在更大的产品类目中，以创新的产品和定向销售的产品来差异化品牌

• Leverages its flexible and less costly Chinese manufacturing

capacity to produce a wide range of goods in smaller production

runs, customized to meet specific needs

利用灵活性以及较低的中国制造成本来广泛生产小规模，定制化的

商品来满足消费者的特别需求




Global Strategy全球战略 – Build Mainstream Global Brand Strategy

树立主流市场的全球品牌战略

• Haier’s global brand strategy - “Go Out, Go Into, Go Up”

海尔的品牌全球化战略—“走出去，走进去，走上去”

• Adopts “dual-brand strategy”

接受双品牌

– Develop the “Casarte” brand, a line of high end refrigerators

发展海尔旗下的高端家电以及厨电品牌“卡萨帝”

– Haier still serves the mass market

而海尔则继续一日既往服务大众消费市场




Global Strategy全球战略 – Build Mainstream Global Brand Strategy

树立主流市场的全球品牌战略

• Spending the marketing budget smarter

营销预算更精明

– Leverage packaging, social media and trade advertising

充分利用包装，社交媒体，以及商业广告




Achievements 成就:

• Haier has become the global leader in home appliances, with 7.8% global market

share

海尔已经成为了家电业的全球领航者，拥有全球7.8%的市场份额

• In 2012, Haier generated profits of around $1 billion on sales exceeding $2.5 billion.

Overseas accounted for 25%

2012年，海尔的销售额超过25亿美元，从中获利10亿美元。其中，海外销售占25%

• “Business Week” has recognized it among the 50 most innovative companies in the

world

《商业周刊》认可海尔为全球50大最具创新公司之一

• Achieving such international recognition and financial growth in less than 20 years

makes Haier, for the moment, one of the most successful global consumer brands to

emerge from China

在不到20年的时间里实现了国际认可与财务增长双成果，就目前而言，海尔已经成为从中国走出的最成功的全球消费品牌




2. The business to consumer route

凭借B2B优势进军B2C市场


• To move from industrial to consumer markets requires changes in their business

models

从工业市场向消费市场的转型，需要商业模式的变化

• Contract manufacturers must learn to market consumer products, not just make them

and deal with the challenges of the transitions needed to become a consumer brand

制造商必须了解什么是消费者市场需求的产品，仅仅从表面上去对付转型的挑战是远远不够的


The business to consumer route凭借B2B优势进军B2C市场路线

Different global footprints – 走向全球化的不同足迹

Capabilities 能力

Capital 资本

• Investments 投资

• Financial Strength 财力

• Profit Margins 利润空间

• Marketing &

branding

市场营销 & 品牌推广

• Consumer Insights

消费者洞察力

• Distribution &

Service

分布 & 服务

• Innovation & Design

创新 & 设计

• Global Management

全球化管理

Contract

manufacturer

合约制造商

Products go global

产品全球化

Global B2B Player

全球 B2B 业务参与者

People go global

人力全球化

Assets go global

资本全球化

Brands go global

品牌全球化


3. The emigrant route

移民路线


• To tap into the unprecedented cross-border flows of people living outside

their country of origin

介入前所未有的移民潮

• Many immigrants retain some brand preferences and consumption

patterns, which creates opportunities for home brand to be introduced to

abroad

许多移民在新的国家仍然保留了对某种品牌的偏好与消费习惯，使得本土品牌有机会在海外打开市场



• To expand rapidly and aggressively into Western markets by serially

acquiring critical assets from mature Western multinationals in those

territories

通过收购成熟的西方跨国公司的关键资产，从而在西方市场快速且积激进地扩张

• The acquiring firm must decide whether to retain each acquisition as a

separate brand in its portfolio or to merge its homegrown brand and its

acquisition into a single brand

收购的公司必须决定是保留收购品牌还是合并收购品牌

4. The brand acquisition route

品牌收购路线：购买西方跨国公司的全球品牌


• If we retain the acquired brand in our brand portfolio (e.g. Land Rover and Volvo),

we must:

如果继续使用被收购的品牌（如沃尔沃），应该怎样处理品牌间的关系

– Develop a sound strategy to grow the acquired brand and to coordinate its

operations with indigenous brands without blurring their distinctive positions

在保持现有品牌与被收购品牌各自特征的前提下，制定完善的策略以促进被收

购品牌的继续发展以及协调与本土品牌间的运作

– Establish guidelines for keeping the two brands in distinct positions so that they

reach different segments rather than cannibalize each other

建立指导方针，保持两个品牌的不同定位，从而服务于不同的细分市场，而不

是让两个品牌互相竞争

– Identify and drive operational synergies, so as not duplicate costs across the

value network

明确并促进运作上的协同合作，避免价值链构建中的成本重叠

The brand acquisition route 品牌收购路线

Key factors for brand retention: 保留收购品牌的主要因素


• If we merge the acquired brand with the existing brands, we must:

如果将收购来的品牌并入到现有的品牌旗下，需要

– Decide which brand to delete (the acquired brand or our indigenous

brand)

决定弃用哪个品牌（被收购品牌还是原有品牌）

– Manage the brand migration process without losing the deleted brand’s

existing customers

谨慎管理品牌迁移过程，避免失去弃用品牌的现有客户

– Implement a three-part process, “maintain, link, build”

实施三步走：维持，对接，构建


Key factors for brand merger: 合并收购品牌的主要因素



Case Study: Lenovo 案例分析：联想

2005 2006 2007

Maintain

维持

Link

对接

Build

构建

Leverage IBM

brand to

maintain sales

momentum

利用IBM的品牌效应来保证销售

势头

Emphasize

ThinkPad brand

and initiate link

to Lenovo

强调ThinkPad品

牌，并将消费导向与舆论引至联

想品牌

Build Lenovo

and Think Pad

brands and

move away

from IBM

构建并强化联想与ThinkPad的品牌，淡化IBM

Lenovo IBM ThinkPad migration

联想的ThinkPad转型道路



• To use various marketing strategies to alter consumer perceptions and

overcome negative associations with the country origin

利用不同的营销策略来改变消费者的固有观念，并且克服源于国家

的负面联系

• Companies and governments can also join forces and launch national or

regional branding campaigns

同时，公司与政府可以联合起来，提升国家或地区品牌的竞争力

5. The positive campaign route

正面的市场推广路线


The positive campaign route

Case Study: Ospop （One Small Point of Pride）

Ospop, the Chinese footwear maker, combines humor and foreign beliefs about the poor

working conditions in China. On the opening page of its website, Ospop presents a very

different China:

“China is a nation of industrious, optimistic people creating opportunities for themselves

and for their future. Here in the Middle Kingdom and all across the globe, people rise

each morning and leave home ready to put in a good day’s work for a fair wage. Proudly

Made in China!”

奥斯本，中国一家国际时尚鞋类公司，把幽默与外国人对中国工作条件评价较差有机结合起来，在其网站首页，奥斯本描述了一个非常不同的中国：

“中国是一个勤劳，乐观的民族，不断为自己的现在与未来创造机会。在这泱泱大国以及全世界各地，人们每天起床，离开家中，就是为了好好工作挣一份应得的工资。为中国制造而骄傲！”



• In a particular product category, one country may elicit unique positive associations

from Western consumers

对于某些特定产品，西方消费者会将其与某些国家联想在一起

– China: Silk 中国：丝绸

– India: Yoga 印度：瑜伽

– Brazil: beach culture 巴西：海滩文化

• The key is to position the emerging market brand on these specific positive attributes,

thereby turning its country of origin into an advantage

关键是利用这些有利的属性来定位这些新兴市场的品牌，从而将原产国标签转化为优势

6. The cultural resource route

文化资源路线



• To brand a natural resource in a sequence of four interlocking steps

品牌化自然资源的四大环环相扣的步骤

– Defined geographical region 明确地理区域

– Production specification 确定产品规格

– Authentication 认证

– International branding 品牌国际化

• These four steps guide the transition from an undifferentiated natural resource to a

value added global brand

这四个步骤可以将一个无差异化竞争力的自然资源转变成有附加值的全球品牌

7. The natural resources route

自然资源路线



• To secure substantial help from the state, either directly (e.g. subsidies) or

indirectly (e.g. preferential treatment, barriers to entry for competitors)

确保可以得到国家支持的实质帮助，包括直接帮助（如补贴）及间接帮助（如优惠待遇，竞争壁垒）

• These resources and protection are utilized to win domestically and then to

expand subsequently into international markets

这些资源与保护政策可以帮助公司在国内竞争中获胜，然后进军国际市场

8. The national champion route

全国冠军路线


1. The Asian Tortoise route 亚洲龟后来居上路线

– Migrating to higher quality and brand premium 逐渐成为优质品牌

2. The business to consumer route 从企业到用户的路线

– Leveraging B2B strengths in B2C markets 凭借B2B优势进军B2C市场

3. The emigrant route 移民路线

– Following emigrants into the world 跟随移民进入世界市场

4. The brand acquisition route 品牌收购路线

– buying global brands from Western multinationals 购买西方跨国公司的全球品牌

5. The positive campaign route 正面的市场推广路线

– Overcoming negative country of origin associations 克服原产国的负面形象

6. The cultural resource route 文化资源路线

– Positioning on positive cultural myths 植根于本国文化中的积极元素

7. The natural resources route 自然资源路线

– Branding commodities in four steps 原材料品牌化四步走

8. The national champion route 全国冠军路线

– Leveraging strong support from the state 利用来自国家的大力支持

– Leveraging strong support from the state

The Eight pathways

八条途径

Building a powerful brand

strategy to grow your business

globally

40


You brand is your business system

A company’s brand is

more than what a

customer can see

The brand is the all-

encompassing ‘DNA’

that forms the basis for

activities throughout

the company

Name

Advertising Logo

Product-services Environment

Brand Identity

Culture

Systems & Structure Core Processes

Quality Control

Internal communications

Financing Terms

Customers

Employee Training

Knowledge Management

HR

Recruitment

IT

Packaging

Price

Sales Finance Operations

Company Assets

Product Development

PR

Supply Chain


We define a brand as:

The Value of a Promise Consistently Kept

• Balance Sheet

• P&L

• Reputation

• Provocative Insight

• Relevant

• Unique

• Engaging

• Culture

• Quality Control

• Defining Competencies

• Systems & Structure

• Core Processes


Why brand?

43

Cash

flo

w

Future

Risk

Profit

Growth Accelerating Cashflows • Faster Market Penetration

• Partnership Marketing

• Licensing/Brand Extension

Reducing Uncertainty • Corporate/Brand Reputation

• Lower Churn

• Higher Acquisition Rates

Enhancing Cashflows • Sustainable Price Premiums

• Higher Volumes

• Cross Selling

Long Term Value Creation • Customer/Consumer Loyalty

• Brand Asset Values

Sustainability

Source: Brand Finance plc


How brands impact business value

44

Brand

Reputation

STAKEHOLDER

PERCEPTION

STAKEHOLDER

BEHAVIOUR FINANCIAL

IMPACT

SHAREHOLDER

VALUE

Customers

−individuals, businesses

• Pay price premium

• More loyal / Buy more

Revenues

Risk

Suppliers/Partners

−Businesses/asset owners

• Lower prices

• Better terms

• Willingness to partner

(more opportunities)

Costs

Revenues

Employees

−Former, current and potential

• Better retention

• Lower salary

expectations

• Better qualified

candidates

Costs

Productivity

Shareholders/Bankers

−Individual and institutional

• Higher PE ratio

• Lower volatility

• Lower borrowing costs

• Better repayment

conditions

Costs

Risk

Other Stakeholders

−Government, media,

opinion formers,

academics, public,

environmentalists

• Higher PE ratio

• Lower volatility

• Lower borrowing costs

• Better repayment

• conditions

Costs

Risk

Brand Impact on Business Value

Source: Brand Finance plc

7X

Roadmap of Building a

Powerful Brand Strategy

45



1. Market Assessment

2. Opportunity Identification

3. Market Expansion

Business Case Development

4. Market Expansion Roadmap

5. Implementation and Execution

Phase 1 Phase 2

• How big is the

market opportunity

in xxx and what

would be the

potential

challenge?

(category,

competition,

consumer,

customer/channel,

company)


market entry

strategy?


overall vision?


operating model?


competitive

advantage in the

xxxx market?

• What is the

value

proposition,

brand DNA,

positioning and

communication

message?


key activities

required to focus

and invest in

achieving

company’s market

entry goal?


ROI of the market

entry plan?

• How do we

bring the

market entry

roadmap to

life? (sales

channels,

marketing, HR,

R&D, pricing,

social

responsibilities,

local

partnerships,

etc.)


Assess the Market Landscape



1. Assess the Market Landscape

2. Define Market Entry

Strategy


4. Develop Market Entry Action Plan

5. Implement/ Execute

Phase 1 Phase 2

• How big is the

market opportunity

in xxx and what

would be the

potential

challenge?

(category,

competition,

consumer,

customer/channel,

company)


market entry

strategy?


overall vision?


operating model?


competitive

advantage in the

xxxx market?

• What is the

value

proposition,

brand DNA,

positioning and

communication

message?


key activities

required to focus

and invest in

achieving

company’s market

entry goal?


ROI of the market

entry plan?

• How do we

bring the

market entry

roadmap to

life? (sales

channels,

marketing, HR,

R&D, pricing,

social

responsibilities,

local

partnerships,

etc.)



Market assessment approach

• In depth review of the brand, competitive environment and emerging trends in the marketplace

• Organizes assessments, insights and specific implications for the brand strategy

• Identifies the major challenge/opportunity facing the brand

• Uncovers leverage, points of conflict with the brand

Market Momentum

Identification of market trends,

competitive threats, and strategic

opportunities that shape the

competitive landscape and

opportunities to define unique value

Demand Insights

Consumer purchase

behavior, motivators and

segmentation that reveal

reasons for trial,

preference, purchase and

loyalty

Brand Capabilities

Past and present brand

perceptions, attitudes and

capabilities that shape

brand relationship and

ambition

Company

Customer/

Channel

Competition Category

Consumer

5 C’s

Define Market Entry

Strategy





Strategy




Phase 1 Phase 2

• How big is the

market opportunity

in xxx and what

would be the

potential

challenge?

(category,

competition,

consumer,

customer/channel,

company)


market entry

strategy?


overall vision?


operating model?


competitive

advantage in the

xxxx market?

• What is the

value

proposition,

brand DNA,

positioning and

communication

message?


key activities

required to focus

and invest in

achieving

company’s market

entry goal?


ROI of the market

entry plan?

• How do we

bring the

market entry

roadmap to

life? (sales

channels,

marketing, HR,

R&D, pricing,

social

responsibilities,

local

partnerships,

etc.)



Market entry strategic framework

- What will be our vision of our global expansion

Market Entry Guiding Principle

Value Operating Model

– What Are We Going to Focus First

Competency Model

- What Are Our Competitive Advantages

+

+


Value discipline model

53

Product

Leadership

Operational

Excellence

Customer

Intimacy

Most innovative programs & services; creative,

unique, inspiring

Most flexible to meet

individual needs;

Customized, special, deep

relationships

World-class performance

Industry performance

Impaired performance

Highest level of

efficiency in

product delivery;

reliable, consistent

and easy

Develop Core Brand

Strategy Elements





Strategy




Phase 1 Phase 2

• How big is the

market opportunity

in xxx and what

would be the

potential

challenge?

(category,

competition,

consumer,

customer/channel,

company)


market entry

strategy?


overall vision?


operating model?


competitive

advantage in the

xxxx market?

• What is the

value

proposition,

brand DNA,

positioning and

communication

message?


key activities

required to focus

and invest in

achieving

company’s market

entry goal?


ROI of the market

entry plan?

• How do we

bring the

market entry

roadmap to

life? (sales

channels,

marketing, HR,

R&D, pricing,

social

responsibilities,

local

partnerships,

etc.)



Note: For sample purposes only, this is not actual data.

52%48%

Cognitive

Emotional Response

+ Brand Personality

What are the drivers of brand choice? Rational vs.

Emotional decision making

56


Key elements of developing communication foundation

57

WHAT

is at the heart of my

brand?

Brand DNA

is the most succinct

definition of the

brand; a single

thought to capture its

promise

Bran

d

DNA

WHY

would customers use

us?

Customer Value

Proposition

defines the functional,

emotional, and self-

expressive benefits

that provide value

and ultimately drive

purchase intent

HOW

do I deliver on that

consistently?

Brand Positioning

is an internal tool

used to clarify and

communicate the

brand’s point of

difference to the

target audience

Brand DNA Customer Value

Proposition

Brand Positioning


How a brand is positioned in the minds of

consumers

PRODUCT/SERVICE

(What you sell)

PERSONALITY

(Who you are) EXPERIENCE

(What’s the experience)

PROCESS

(How you do it)

PURPOSE

(Why you do it)

INFRASTRUCTURE

(What you have)

More

Rational

More

Emotional


Example: Canadian brand positioning – owning

a piece of mind

PRODUCT/SERVICE

(What you sell)

PERSONALITY

(Who you are)

EXPERIENCE

(What’s the experience)

PROCESS

(How you do it)

PURPOSE

(Why you do it)

INFRASTRUCTURE

(What you have)

http://images.google.com/imgres?imgurl=http://www.precisionstunts.com/airbags2/cirque_logo_gold.gif&imgrefurl=http://www.precisionstunts.com/airbags2/default.html&h=210&w=300&sz=17&hl=en&start=6&um=1&tbnid=igIUXjc4NW2fCM:&tbnh=81&tbnw=116&prev=/images?q%3DCIRQUE%2BDU%2BSOLEIL%2Blogo%26svnum%3D10%26um%3D1%26hl%3Den%26rlz%3D1T4ADBR_enCA207CA207


Thank you!

谢谢！

Q&A

问题解答

60

This report is solely for the use of client personnel. No part of it may be

circulated, quoted, or reproduced for distribution outside the client

organization without prior written approval from LEVEL5 Strategy Group™.

© LEVEL5 Strategy Group™ 2015

61

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