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1、 为什么你们不买委内瑞拉的巧克力？Call it the “provenance paradox.” Its the big marketing challenge for emerging markets in the next decade. - by Rohit DeshpandRegulating Provenance: The Champagne EffectEmerging economies may be able to turn this regulatory scheme to their advantage: For instance, in 2007, Colombia
2、became the first non-EU country to win designation for a productin this case, its coffee. But mostly, Protected Geographical Status serves as one more hurdle for emerging-market companies enroute to full acceptance and fair prices.Its a catch-22 that leaves companies like El Reyand winemaker Concha
3、y Toro in Chile, IT consultancy Infosys in India, refrigerator maker Arcelik in Turkey, and dozens of othersunable to price products in a way that generates the revenue needed to fuel global growth. Brand building in emerging markets is a long-standing problemand one thats been a particular focus of
4、 Chinese and Indian companies over the past decade. But as developing countries gain global economic power, the provenance paradox is becoming the marketing and branding challenge for the next decade. Its the management problem I hear about most from the hundreds of companies in emerging markets tha
5、t I visit, consult with, and study. These proud companies are determined to move beyond their countries colonial heritage of being the worlds supplier of raw materials and become formidable global competitors.For the companies facing the provenance paradox, there is good news and bad news. The good
6、news is that there are specific strategies to deal with this challenge that companies, and even countries, have employed successfully. (See “Five Strategies for Combating the Provenance Paradox.”) In many ways, the problems facing Chinese and Indian firms in 2010 are similar to those faced by Japane
7、se firms as they expanded into the U.S. in the 1950s and 1960s, and by Korean companies when they moved into global markets in the 1980s. These case studies can offer valuable lessons to companies from todays emerging economies.Five Strategies for Combating the Provenance Paradox.The bad news: Even
8、when companies are successful, it can be a very slow process. Thats partly because emerging markets are developing faster than the stereotypes are eroding. Even today, most of the goods from emergent economies that are considered “high quality”and can command a price premiumare raw materials or at t
9、he low end of the value chain in categories that these countries became famous for during colonial times.“Made in Brazil” implies high-quality coffee but not high-quality aircraftso what does this mean for Embraer? “Made in China” implies high-quality silk but not high -quality financial servicesso
10、what does that mean for China International Capital Corporation? And what does it mean for Chocolates El Rey that although Venezuela produces the worlds best cacao, its not considered a legitimate source of great chocolate? Ive worked with IT consulting companies from India that cant command a premi
11、um for their services in Europe simply because of where theyre based. Indian companies are presumed to be good for outsourcing IT grunt work, but not for high -level strategic consulting. Some of these companies have gone so far as to consider setting up fronts in Europe that conceal (or at least do
12、wnplay) the fact that they are Indian companies. Mahindra, the Indian multinational, is currently working on a small diesel pickup truck for the Western market. Most of its branding efforts will be centered on overcoming the perception that only cheap cars (such as the much publicized $2,000 Tata Na
13、no) come from Indiathe same perception that dogged Japanese carmakers for decades as they attempted to penetrate the U.S. market. Apple, the company with the brand position that many of the new entrants would love to attain, provides the clearest example of the bias against emerging markets. On the
14、back of every iPhone is the slogan: “Designed by Apple in California. Assembled in China.” The message couldnt be clearer: We are the brains behind the brand. They are the labor. Overcoming the Provenance ParadoxFor firms facing a similar kind of discrimination today, it can be encouraging and instr
15、uctive to see how some now-established companies overcame this hurdle. When the Korean manufacturer Lucky Goldstar wanted to sell its electronics in the U.S. in the 1980s, Best Buy and Home Depot initially refused. They assumed the products were low qualityafter all, they were Korean, and they were
16、priced relatively cheaply. So the company entered the U.S. market through second-tier, regional retailers (such as HHGregg and P.C. Richard) and began to slowly transform its brand. In 1995, the company renamed its brand LG. Today it uses the tagline “Lifes good,” and its washers, dryers, and cell phones can be found at all the top big-box stores. Fellow Korean manufacturer Samsungs story follows a similar arc. When Corona beer entered develope
