How do China’s world-famous brands integrate into the world?

How do companies build globally renowned brands when they go abroad and operate transnationally? It is a subject before us that must be studied seriously. Some people say that as long as China's well-known brands enter the world market, they will naturally become world-famous brands over time. In fact, famous brands recognized by Chinese people may not be accepted and recognized by foreigners. For any famous brand to be accepted by consumers in the market, there is a process from "feeling" to "moving". From "feeling" to "moving", your brand must be accepted by consumers to trigger consumption. Otherwise, no matter how famous you are in China, no one will even look at you once you go abroad. We have seen the fact that well-known domestic brands have not yet become internationalized. We need to study how to internationalize our Chinese brands.

Some international brands have their own development rules. Among the 100 well-known brands in the world, 84 have been cultivated for more than 50 years, and the other dozen have been developed for a shorter period of time. But they continue to grow bigger either through high-tech means or through chain operations. The cost of introducing a brand in China is 80 million to 100 million yuan, which takes 3 to 5 years. In the United States, it costs 70 to 80 million U.S. dollars, and it takes more than three years. It will take billions of dollars to import it around the world and even longer. How many companies in China can do this work? China has 153 well-known trademarks. Which one has the conditions to introduce a global brand? Therefore, in the past few years, I have been calling on us to carefully consider whether the brand has social and international concepts when creating and cultivating brands. Otherwise, all our efforts will be in vain. An example is a good illustration: before 1978, Japan had a NATIONAL brand that could not become a global brand. Later, Japan rebranded a PANASONIC brand, and this change cost an extra US$160 million. The "words" used to create a brand cannot be found in words, phrases, idioms, idioms or the concept of human shared culture. It has its own personality and uniqueness. Through hard work, it can become an industry standard. Pronouns eventually become indispensable words in dictionaries and people's conversations, which is a measure of the success of a brand. For example, Coca-Cola is synonymous with beverages. Originally, there was no such word. Hengyuanxiang is a very good trademark in China. Because foreigners cannot read Chinese characters, it is difficult for them to feel and be moved. It will be difficult for our brand to become an international brand. Chinese characters have Chinese cultural connotations, and are easy for Chinese people to see, understand, remember, and make associations with. Will foreigners understand? Will there be associations? If it is changed to pinyin, foreigners can spell it but not understand the meaning. Behind the brand is culture, which is a collection of unique material and spiritual wealth created by an enterprise in its long-term development and management. There is extremely rich content here, which can be compiled into many vivid stories that can be told. So we must follow the international trend. It is definitely not possible to export our products under the Hengyuanxiang brand. If we insist on doing so, we will encounter problems in the future and cause greater losses. What I have to do is to integrate my own brand culture with the world's brand culture. This is a very difficult task. And long work. To create a brand and corporate culture, an enterprise should integrate with world culture. If there is no integration, culture will become a hindrance to integrating with the international market in the future. This is why we should study Western corporate culture. The biggest problem that foreign companies encounter when entering China is also the issue of integration with Chinese culture. There is no problem with their management, but it is useless in China. They must reset, that is, adapt to local localization. Is it okay if "Coca-Cola", "KFC" and "McDonald's" all move to China according to the American model? To find out where the two sides' cultures are most integrated, they must not only transform their own culture, but also transform the other's culture to slowly integrate it. We must realize that when our companies enter the international market, they also have to adapt to local localization issues. What ultimately attracts people to a company is the inner culture of the brand. Is it useful to ship the brand created by Hengyuanxiang to the United States or the United Kingdom? I don't think so. There is a very long process here, so my idea is that our company may not necessarily rebrand. Will acquire or cooperate with foreign countries to create a new brand. Because of the acquisition or merger, the cost to the enterprise is the lowest.

Implement a forward-looking brand strategy, which is based on the market.

In the past, the Hengyuanxiang brand was created and succeeded because it met the needs of domestic market economic development. The need to create a new brand was also because the world economy was becoming more integrated and China was about to enter the WTO, so it had to adapt to the needs of the international market. There is an old saying in China: "If you don't have long-term worries, you will have immediate worries."

The prerequisite for eliminating this brand is to reshape a better brand than it is. Here are a few points to prove: First, in April 1998, I gave a speech when I attended the International Wool Textile Organization conference in Germany. At that time, the wool industry was in recession around the world, and everyone was very pessimistic. After the speech, the International Wool Textile Chairman hugged me cordially and said two sentences. The first sentence said that my speech had excited the wool industry around the world. Because I talk about sheep culture, corporate culture and brand strategy. The second sentence is, if you apply for the International Wool Textile Chairmanship in the future, you will succeed. This proves that our company is unique in the concept of corporate marketing culture strategy and can conquer some companies in the world. Second, at the end of 1997, I gave a lecture on the history of company development strategy at ORT University, the largest private university in Uruguay, which also aroused the response of the president, professors and students of the University of Uruguay. This response was very good, so all major media in Uruguay The main content of my lecture was accurately reported. From this point of view, we are full of confidence in our company. We need to study how to effectively combine literature, language, culture, and habits with Western culture. As long as you develop your own strength, others will definitely rely on you and move closer to you. This much is clear.

Behind the brand is culture. We say that a strong economy supports a strong culture, and a strong culture supports a strong brand. It is definitely not possible for small and medium-sized enterprises in the world to become successful just by relying on their own strength. We should use the culture behind the brand to make the world familiar with it, enjoy it and make it an indispensable part of people's daily lives, so as to conquer consumers all over the world. , this is our way out.

Under the trend of economic globalization, it is definitely not possible to develop the market with a weak brand. After a period of time, China's economy has improved, its comprehensive strength has improved, and there are a large number of Chinese brands. Only by developing globally and going out together to create linkage effects and accumulate advantages can we accelerate the process of brand internationalization.