·“ Chinese high-tech enterprises face the following major problems when going overseas, among which they face a big hurdle in the planning of brand positioning. Chinese companies are also more entangled in the value proposition of their brands, and many Chinese companies still stay at the level of expressing 'who I am' and 'what kind of public value can I provide'. ”
The second from the left is Hua Xiaoliang, PwC's Strategy& China partner. Courtesy of Cheung Kong Graduate School of Business.
On December 13, a roundtable forum with the theme of "Opportunities and Challenges in the Global Market: Digital Transformation, Chain Upgrading, Brand Localization and Overseas Strategy" was held at Cheung Kong Graduate School of Business Shanghai Campus. When talking about the difficulties faced by Chinese high-tech enterprises going overseas, Hua Xiaoliang, partner of PwC Strategy& China, made the above speech.
Hua Xiaoliang believes that compared with other industries, the special situation of high-tech industries going overseas is that they may face a more complex geopolitical environment. In the process of going out, some enterprises should choose what kind of name is appropriate, and there are many issues to consider when "going overseas".
Our customers are very confused, whether to change the name or not, foreigners don't know what we are and what I do. Hua Xiaoliang took Huawei as an example to analyze, Huawei insisted on using Chinese character pinyin as the brand name to travel all over the world, in fact, it was under a lot of pressure. In the early days, Haier's "going out" was also in Chinese pinyin. In fact, this just shows that after they have passed through the difficult stage of globalization, it is easier for them to be familiar with overseas people by using Chinese character pinyin, which can allow more overseas users to have a certain emotional connection with Chinese local brands and create a certain positive impression.
Hua Xiaoliang summarized and analyzed that Chinese high-tech enterprises face the following major problems when going overseas. First, there is a big hurdle in the planning of brand positioning. Chinese enterprises are also more entangled in the value positioning of the brand, many Chinese companies do overseas business, but also stay in the expression of functional value, that is, still stay in the expression of 'who I am', 'what kind of public value can I provide', while foreign markets, such as the United States, pay more attention to the social responsibility value of the brand itself, and not only stay in the functional value.
Second, in terms of channels, many of the leading brands in domestic segments start from 0 to 1 when entering markets such as the United States, and they are still facing the dilemma of cooperation with mainstream American companies in terms of data. Due to the lack of visibility in foreign markets, many companies, especially the owners of private enterprises, may face distribution challenges by investing too aggressively in advertising and expansion in the face of uncertain market returns.
Third, many products are non-standard products, which can meet the needs of overseas markets in the European and American marketsFor example, in the early 2000s, Haier put a lot of R&D and production in China, but wanted to push more products to Japan and the United States. At this time, Zhang Ruimin, the founder of Haier Group, also said that if I want to win in mature overseas markets, I must move design, R&D, consumer insight and marketing to mature markets, so as to better understand consumers and better expand products.
In addition, Hua Xiaoliang pointed out that many big Chinese brands still have certain difficulties in entering the US market, and lack some resource replacement and win-win thinking in the process of going overseas.
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