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8 Great Tips PepsiCo successful Chinese search screen inform

??In the "multinational localization seminar - PepsiCo Case Analysis" Ministry of Commerce International Trade and Economic Cooperation hosted on Chu Wah Hui PepsiCo (China) Investment Co., Ltd. in China, president of Pepsi analyzed 20 years of development and localization of ideas practice. As a multinational PepsiCos food and beverage industry. ?
since 1898 in the United States since the advent of Pepsi-Cola beverages, after several separate business restructuring, the companys main business of PepsiCo beverages and food, in 2003 the global turnover of $ 27 billion, operating profit of $ 5.8 billion in worldwide 140,000 employees. PepsiCo owns many brands, annual retail sales of over one billion U.S. dollars are 15, such as Pepsi, Seven, Mirinda, pleasure and so on. According to the latest international brand consultancy firms "worlds best international brand ranking", Pepsi brand value of $ 12 billion was ranked 22. In 1981, PepsiCos Shenzhen Special Economic Zone was established in its first bottling plant in China, now the company has set up 15 bottling plants in China, a non-carbonated beverage plant, a concentrate plant and four food owned manufacturing plant. In recent years, PepsiCo business in China maintained a rapid growth, with a total investment of over one billion U.S. dollars, employs nearly 10,000 people. PepsiCo International business accounted for prior to 10 countries and regions leading position in China,Gabion mesh the growth rate of over 30%, topped the list. ?
According to PepsiCo (China) Investment Co., Ltd., general manager Li Chunjia introduced the practice in China PepsiCo localized mainly in the following eight areas:
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a franchise mode localization. PepsiCo, mainly through 1995 incorporated in China PepsiCo (China) Investment Co., Ltd. to conduct business, it is generally through special licensing and trademark concentrate supply agreements in China and its contact 15 bottling plants occur; Meanwhile, in its the United States and elsewhere in the world practice slight difference is that Pepsi bottling plant in these also have investments. In general, by Xu Fang franchise licenses required to pay a license fee side, according to the special requirements of the Chinese market, while Pepsi does not charge any fees to the trademark license to use canned factory price supply of concentrate is also the Chinese government Under certain management. PepsiCo through advertising and other business practices to maintain the value of trademarks and appreciation, but also through cooperation with the bottling plant jointly expand into regional markets (in accordance with the concession agreement the two sides, on the PepsiCo bottling plant in China 15 sales area has certain restrictions). Li Chunjia said, proved that the franchise model prevailing in the world according to local laws, regulations and specific operating environment for proper localization of adjustment, you can ensure the success of operations. ?
Second, localized marketing strategy. Pepsi in the world, the more common practice is to direct direct. To China, China has been gradually evolved into a full featured positive sales systems, such as direct marketing direct, he sent me off, collaboration wholesale, franchise distributors, Temporary Fencing wholesalers management, traditional wholesale. PepsiCo through its technical and management experience to the local wholesale and distributors, so that they gradually transformed into an aggressive product distributors or third-party logistics providers, in line with Chinas national conditions and the development of sales channels and explore new sales. ?
three, brand development localization. For the Chinese consumer preferences, PepsiCo emphasis given to products with Chinese characteristics and brand equity. Such as in the production of the relevant brand advertising, not only follow international creative, but also into the Chinese concept, effective use of Chinas sports and music stars assets, convey the "infinite desire, the desire to break" the spirit of the brand and the local acceptance. By signing a single star, the star gradually composed of family portrait combination of music and sports resources, establish Pepsi music charts, integrated brand and media resources, by enhancing the brand and thus enhance their value in the local value. ?
four, raw material procurement and equipment localization. Since 1982, PepsiCo product sales in China of raw materials, including edible sugar, bottles, cans, boxes,Galvanized Welded Wire Mesh caps and so local sourcing in China, 1982-2003, raw material procurement costs over 20 billion yuan; Furthermore, 1999-2003 , PepsiCo procurement system is still China freezer 33,000 units, a total of about 120 million yuan. Even if the cost is guaranteed, but also to the relevant local industry has brought sales.
five employees localization. Currently, PepsiCo directly employ local staff in China nearly a million people, indirect employment creation in the industrial chain of about 15 million people. In China, PepsiCo employees, less than 1 percent of foreign employees, the management of 64% of the proportion of the Chinese people. Companies invest heavily in joint ventures, cooperative enterprises staff training and capacity-related businesses and personnel training, the past five years for a total of joint venture companies, distributors, wholesalers employing 4,500 people providing the training. Meanwhile, PepsiCo has established a relatively complete organizational talent, reserves for future business development of local talent, such as promoting the complete organizational capacity building, regional director localization, there are strategies to train local talent as a joint venture management, Expanded Metal choose a joint venture As general manager of enterprise Jiechurencai candidates and so on. ?
six agricultural projects localization. PepsiCo Foods in 1993 after entering China, has set up four factories in China, and invest $ 20 million in the development of Chinas western region potato planting project. Not only for the use of its products in China, the company, since its planting in 2003 in Shandong, Inner Mongolia, potatoes are also exported to Southeast Asia, this years export turnover reached 7,000 tons contract. Localized agricultural projects to develop well. ?
seven, welfare localization. Including: 2001 ACWF, China Womens Development Foundation set up a "Pepsi" special fund relief for mothers and children in poor areas; Tibetan teacher training and funding, donations to support the government against SARS, sponsored the Beijing International Childrens music concert, participate in the "Mother River Protection" green activities, establish a good social image in China. ?
eight, localized R & D capability. 1998 invested $ 700,000 with the Chinese Ministry of Agriculture established the "Pepsi - Chinese Academy of Agricultural Development Research Center." Meanwhile, Pepsi will soon set up its first research and development center outside the United States drink in China, for the Chinese and global markets to carry out research and development work. ?
李春佳 that can be seen from the above analysis, PepsiCo localized practice in China is successful. The company has been the Chinese governments trust products well received by consumers, production and management to maintain steady growth. He said that in the future the company will continue to increase investment in China, to the extent 8 Great Tips PepsiCo successful Chinese search screen information centerpermitted policies and laws, sincere cooperation with Chinese partners to create a win-win.
在商务部国际贸易经济合作研究院主办的"跨国公司本地化问题研讨会--百事公司案例剖析"上,百事(中国)投资有限公司总裁朱华煦剖析了百事在华发展20余年的本地化思路及做法.百事作为一家食品饮料业的跨国公司.
自1898年百事可乐饮料在美国问世以来,经过多次业务重组分离,百事公司目前的主要业务是饮料及食品,2003年全球营业额为270亿美元,营运利润58亿美元,在全球有14万名员工.百事拥有的众多品牌中,年零售额超过10亿美元的有15个,如百事可乐、七喜、美年达、乐事等.据国际品牌顾问公司的最新的"全球最佳国际品牌排名",百事可乐品牌以120亿美元的价值名列第22位.1981年,百事公司在深圳特区成立了其在中国的首家灌装厂,目前该公司已在华设立15家百事可乐灌装厂、1家非碳酸饮料厂、1家浓缩液厂和4家食品独资生产厂.近年来,百事在华业务保持快速增长,总投资额超过10亿美元,员工近1万人.在百事国际业务占主导位置的前10个国家和地区中,中国区增长率超过30%,名列榜首.

据百事(中国)投资有限公司总经理李春佳介绍,百事公司在中国的本地化实践主要表现在以下八个方面:

一、特许经营模式本地化.百事公司主要通过1995年在中国注册成立的百事(中国)投资有限公司开展业务,它一般通过商标特别使用许可及浓缩液供应协议,与其在华的15个灌装厂发生联系;同时,与其在美国等世界其他地方作法略有区别的是,百事公司在这些灌装厂中也有投资.一般来说,特许经营的受许方需向许可方交纳一定的特许费用,而根据中国市场的特殊要求,百事把商标特许给罐装厂使用时不收任何费用,供应浓缩液的价格也在中国政府的一定管理下.百事公司通过广告投入等多种经营手法保持商标的价值及增值,同时还通过与灌装厂的合作投入共同做大区域市场(按照双方特许经营协议,百事公司对在华15个灌装厂的销售区域有特定限制).李春佳说,实践证明,把世界通行的特许经营模式依据当地的特定法律法规和经营环境进行适当的本地化调整,可以保证经营取得成功.

二、营销策略本地化.百事在世界上比较常用的做法是直销直送.到中国后,现已逐步演变为富有中国特色的积极销售系统,如直销直送、我销他送、协作批发、专营分销、批发商管理、传统批发等.百事公司通过将其管理技术和经验传授给本地批发及分销商,使他们逐步转变为积极的产品分销商或第三方物流商,并制定符合中国国情的销售渠道,探索新型的销售方式.

三、品牌发展本地化.针对中国消费者的喜好,百事公司注重赋予产品中国特色的品牌资产.如在制作有关品牌的广告中,既沿用国际创意,又融入中国概念,有效地使用中国的体育和音乐明星资产,传达"渴望无限、突破渴望"的品牌精神,并为当地所接受.通过签约单个明星,逐步组成明星家族,纵向组合使用音乐和体育资源等,建立百事音乐排行榜,整合品牌和媒体资源,通过提升品牌在当地价值进而提升自身价值.

四、原材料采购和设备本地化.1982年至今,百事公司在华销售产品的原材料包括食用糖、瓶、易拉罐、箱、瓶盖等都在中国本地采购,1982至2003年,原材料采购成本已超过200亿元;此外,1999至2003年,百事系统还在华采购冰柜33000台,共计约1.2亿元.既使成本得到了保证,也给当地相关产业带来了销售额.
五、员工本地化.目前,百事公司在华直接雇佣本地员工已近1万人,在产业链中创造的间接就业人数约15万人.在百事中国区员工中,外籍员工不到1%,管理层中华人比例达64%.公司大力投资于合资、合作企业员工和关联业务人员的培训和能力培养,近5年共为合资合作企业、分销商、批发商从业人员提供了4500人次的培训.同时,百事公司建立了较为完备的人才组织架构,为未来业务发展储备本地人才,如推动本地化的完整的区域总监组织架构人员能力建设,有策略地培养本地人才作为合资企业管理人员、选择合资企业的杰出人才作为总经理人选等.

六、农业项目本地化.百事食品1993年进入中国后,目前已在华设立4家工厂,并投资2000万美元在中国西部地区开发了土豆种植项目.其产品不仅供在华公司使用,2003年起其在山东、内蒙古等地种植的土豆还出口到东南亚,今年出口合同额已达7000吨.农业项目本地化得到良好发展.

七、公益事业本地化.主要包括:2001年在全国妇联、中国妇女发展基金会设立"百事可乐"专项基金,救助贫困地区的母亲和儿童;以及资助西藏培训师资、捐款支持政府抗击非典、赞助北京国际音乐界儿童音乐会、参与"保护母亲河"环保活动等,在中国树立企业了良好社会形象.

八、研发能力本地化.1998年出资70万美元与中国农业部成立了"百事-中国农科院农业发展研究中心".同时,百事即将在中国设立美国以外的首个饮料研发中心,面向中国和全球市场开展研发工作.

李春佳说,从上述分析可以看出,百事公司在中国的本地化实践是成功的.公司得到了中国政府的信赖,产品广受消费者的喜爱,生产经营保持稳定增长.他表示,今后公司将继续加大对华投资力度,在政策和法律许可的范围内,与中方合作伙伴真诚合作,共创多赢.