THE past 20 years have seen a massive redistribution of economic power to the emerging world. But so far there has been no comparable redistribution of brand power. Fortune magazine’s 2012 list of the largest 500 companies by sales revenue included 73 Chinese firms, more than from any other country except the United States, with 132. Yet Interbrand’s 2012 list of the 100 “best global brands” included not one Chinese firm.
在过去的
20
年里，新兴国家经历了经济力的重新分配。不过至今并没有与之匹配的品牌影响力的重新分配。《财富》杂志的
2012
年按销售额排列的全球最大
500
家公司名单中包含了
73
家中国公司，少于美国的
132
而多于其他国家。而在在《英特品牌》的
2012
年全球最优
100
品牌的名单中却没有一家中国企业品牌。
However, in “Brand Breakout”, a new book, two academics, Nirmalya Kumar and Jan-Benedict Steenkamp, argue that developing-country firms are swiftly learning the art of branding. A few emerging-market brands have already gone global: it is hard to watch a football match in Europe without having “Emirates” burned onto your retina. More are on the way: Haier of China (white goods), Concha y Toro of Chile (wine), and Natura of Brazil (beauty products). Westerners feeling besieged by the rise of the developing world comfort themselves with the thought that they still hold the high ground of premium-priced branded goods. But they should be in no doubt that emerging-market contenders are mounting their warhorses and readying their battering-rams.
不过，在一本名为《品牌突围》的新书中，两位学术家倪马亚·库玛和简本那迪特·斯蒂坎普认为，发展中国家的公司已在快速学习品牌的艺术。一些新兴市场的品牌已走向世界：在欧洲看球赛，基本上不可能没看不到阿联酋航空公司的标识。更多的品牌在走向国际化如中国生产白色产品的海尔公司，主营酒类的智利干露公司及主打美容产品的巴西的自然公司。西方人感到自己被发展中国家的品牌包围，但自我安慰他们仍然占有高端产品市场。但他们应该意识到新兴市场的竞争者们已经装备好他们的战马，准备好了他们的急先锋蓄意待发。
The authors argue that emerging-market companies are advancing along eight paths to brand success. All are strewn with obstacles but each offers a possible route to the global heights. The most obvious is the path previously trodden by Japanese firms such as Toyota and Sony, and then South Koreans such as Samsung and Hyundai: first, establish a beachhead in the West by selling a good-enough product cheaply; then relentlessly raise your price and quality. Pearl River of China has become the world’s biggest piano-maker and now rivals Yamaha (itself once an emerging-market challenger) on quality. Haier, having become the world’s biggest white-goods maker, is now out-innovating Western rivals with ideas like a TV powered wirelessly, with no trailing cables. (Its European slogan is “Haier and higher”.)
笔者谈论了新兴市场的公司走向品牌成功的八大方式。在所有方式中，公司都会遇到困难，但每种方式都提供了走些世界高度的方法。最著名的案例是的日本企业如丰田和索尼及韩国企业如三星和现代。这种方式是：首先，在西方地区建立分部，低价销售优质量产品；然后持续地提高价钱及提升产品质量。中国珠江钢琴已经成为全球最大的钢琴生产商，它使日本雅马哈（曾经是新兴市场的兴起者）的产品质量受到挑战。成为全球最大白色产品制造商的海尔提出的创意已对西方品牌产生威胁，如提出无线充电，无数据传输线的无线电视。海尔在欧洲的标语是海尔无极限。
A second path is to focus on business customers first and then woo consumers. Mahindra & Mahindra of India went from making tractors to producing cars. Huawei, a giant maker of telecoms equipment, is now a rising producer of mobile phones. Another Chinese firm,Galanz, began as a contract manufacturer for Western firms but now sells microwave ovens under its own name.
第二种方法是先重点关注企业客户，然后吸引消费者。印度的马恒达从制造拖拉机到生产汽车。华为，一家制造电信设备的大型制造商，现在生产手机。另一家中国企业格兰仕以前是西方企业的合约制造商，现在生产自己的微波炉。
A third path is to follow diasporas.Reliance Media Works of India has launched the BIG Cinemas chain in America, to show Bollywood blockbusters. Jollibee, a fast-food chain from the Philippines, has opened outlets in places, from Qatar to California, with Filipino communities. But breaking into the mainstream can prove hard, as Jollibee’s limited success shows. Perhaps more fruitful is a sort of “reverse diaspora” strategy used by Mandarin Oriental hotels (China) and Corona beer (Mexico): Western business people returning from trips to Asia, and American students returning from spring break in Cancún, have sought out Mandarins and Coronas back home.
第三种方式是跟随移民。印度的信实媒体公司在美国上线了大型的电影院连锁，使宝莱坞影片暂露头脚。从卡塔尔到加利福尼亚，只要有菲律宾移民小区就有快乐蜂（菲律宾快餐连锁品牌）。但正如快乐蜂的有限成功显示，步入当地的主流食品是很难的。中国东方文华酒店及墨西哥科罗娜啤酒使用的反向华侨政策跟可能更有效些。
A fourth path is to buy Western brands off the shelf, as Tata Motors of India did with Jaguar Land Rover (JLR), and more recently Bright Food of China did with Weetabix. Bright can now use its huge distribution system back home to get Weetabix cereals on China’s breakfast tables while using Weetabix’s distribution system in the West to sell Bright products such as Maling canned meat. However, five years on from Tata’s takeover, JLR’s glamour, and its success in selling to the emerging world’s newrich, have done nothing to lift sales of Tata’s own cars.
第四种方式是收购西方品牌，如印度塔塔汽车收购了捷豹路虎（
JLR
）及最近的中国光明食品收购了维他麦。现在光明食品通过中国的自有的销售渠道销售维他麦的谷类早餐食品，而在欧洲则使用维他麦的销售渠道销售光明食品如梅林罐装肉。然而，从塔塔汽车收购捷豹路虎开始的五年里，捷豹路虎的魅力及销售给新兴国家的新富翁的成功并没有提升塔塔汽车自己的产品销售。
The next three paths set out by Messrs Kumar and Steenkamp are ways for emerging-market firms to escape their home country’s reputation for poor quality, or lack of a positive reputation. One is to latch on to some aspect of the national culture that sounds nice: Havaianas, a Brazilian flip-flops maker, taps into the local beach life. Another is to tie the brand’s image to the country’s natural beauty, as Concha y Toro does with Chile’s wine country. A third, more passive strategy is to rely on government efforts to change the country’s image, as with the “Incredible India” campaign and Taiwan’s “innovalue” slogan.
接下来由库玛先生和斯蒂坎普先生总结的三种方式是新兴市场公司需要从本国的质量差及其他不好的名声中脱离出来。
一是抓住本土文化好的方面。
如巴西的触发器制造商哈瓦那与当地的沙滩生活联系起来。二是将品牌的形象与本土的自然风光联系起来，案例如智利的甘露酒厂及与智利以酒闻名的名声。最后，比较被动的策略是依靠政府的力量来改变国家的形象，如“不可思议的印度”活动及台湾的“创新价值”的口号。
The final path to global brand greatness isto be a pampered national champion. So far this has produced some notable failures—Chinese and Malaysian carmakers come to mind—and just one spectacular success: Emirates. In 2000-12 the Dubai airline enjoyed a compound annual growth in sales of 23.1%. The airline’s growth has in turn helped Dubai become a logistics centre for business and, against all odds, a popular tourist destination.
最后品牌成为国际知名品牌的方式是成为受欢迎的国家品牌。至今为止，这中间有不少让人印象深刻的失败，如中国和马来西亚的汽车制造商。只有一个成功的案例：阿联酋航空。从
