What is the specific definition of internationalization strategy? Thank you!

China brand should not only keep its own domestic market, but also actively participate in international market competition. Going to the international market, participating in international competition, improving in competition and developing in competition are the only way for China brand development. At present, China brand internationalization strategy has been launched.

Facing the reality of internationalization of brand competition, this is an inevitable choice to meet the challenge. However, almost all the brands in China are weak compared with the powerful brands that multinational companies have influence in the world. How to be small and broad, and overcome the strong with the weak requires serious strategic planning. We must understand the basic rules of brand competition strategy and grasp the strategic points of brand internationalization competition in order to win the competition. This paper is going to discuss some basic issues of brand strategy internationalization, or * * * issues that all enterprises implementing brand internationalization strategy should pay attention to. As for what kind of more specific and personalized brand internationalization strategy should be adopted by different industries and products, it is a strategic design and planning that enterprises need to tailor for themselves.

First, the brand's ability to transcend geographical and cultural boundaries

To implement the brand internationalization strategy, the first thing to be solved is the brand's ability to transcend geographical and cultural boundaries. Behind the brand is culture. The popularity, reputation and loyalty of a brand naturally come from the inherent quality and performance of the products represented by the brand. At the same time, the super-value enjoyment brought by the cultural connotation and charm of the brand is the value that consumers are willing to pay for the brand.

It is the rich connotation of brand culture that supports the brand's popularity and reputation, which makes the brand's influence go deep into consumers' hearts and put it into consumption actions, thus enhancing consumers' loyalty to the brand. McDonald's is a typical representative of American fast food culture. Its high quality, quickness, sanitation and convenience attract people to patronize, and more importantly, its unrestrained fast food atmosphere. The yellow "M" stands for: soothing music, gorgeous colors, free environment, the innocence of fairy tale world and cartoon world. How many children and their parents are attracted by these. China people use the brand "Wan Defu" to open fast food restaurants, with the intention of using the wonderful "W" (which means "wonderful" in English) as the brand, and dare to reverse the "M" of McDonald's. It should be said that it is an unimaginable brand idea of China fast food industry, but what is the cultural connotation of "W"? Don't! So it has not been successful so far.

Brands without cultural connotation lack attraction and imagination, so it is naturally difficult to form market influence, so it is difficult to go abroad. So can a brand with rich cultural connotation definitely go abroad? This is exactly what we want to discuss about the brand's ability to transcend geographical and cultural boundaries. General Motors is the largest manufacturing company in the world, with many world-famous automobile brands, and NOVA is one of them. However, the sales of this brand of cars in Latin America have encountered great resistance. The problem is that NOVA means not to leave in Spanish. Who wants to spend money on a car that doesn't run? Later, the brand of this car was changed to the "Caribbean" brand that Latin Americans prefer, which quickly opened the market. Although China's brand has rich cultural connotations, this culture is a Chinese language culture with "square characters" as the carrier, and it is undoubtedly much more difficult to transcend geographical and cultural boundaries than other similar cultures.

There are three forms of trademarks in China: Chinese characters, pinyin characters and graphics. Usually, these three forms can be used alone or in combination with each other. Considering the international competition strategy, Chinese characters are not conducive to crossing geographical and cultural boundaries, and graphics and pinyin are relatively easy. Haier, for example, is a trademark close to Spanish pronunciation. With the help of two innocent and lovely little boy images, it is easier to identify and accept, while the word "Haier" is not easy to identify. Therefore, Haier Group's internationalization strategy mainly uses Haier and graphic trademarks, which has achieved very good results. "When those red berries come in spring, they flush on your southern branches? For me, take a hug home as a symbol of our love. " Wang Wei, a poet in the Tang Dynasty, is well known to all women and children, so the brand "Red Bean" has always been a symbol of friendship, affection and love in China culture. The internationalization of "Red Bean" brand was initially mainly carried out within the scope of overseas Chinese, and further expanded to countries or regions compatible with Chinese culture. For example, Hodo Group Co.,Ltd. Co., Ltd. established a subsidiary in Japan, which developed rapidly, which means that Japanese people can understand and accept the brand culture of red beans. In Europe and America, red beans must be used as pinyin trademarks, supplemented by advertising instructions, to prove that they are "TheSeedofLove", in order to be gradually understood and accepted.

To cultivate the brand's ability to transcend geographical and cultural boundaries, we must first make the brand design concise and eye-catching and accepted by foreign cultures. Foreign brands such as Coca-Cola, Sony, Kodak, etc. are all very concise and lively brands, and domestic Haier brands have similar effects. TCL's brand can also reflect international practice. It is concise, eye-catching and easy to remember. With the reinterpretation of the brand concept of "TodayChinaLion", it is easier to make a deep impression, thus enabling the brand to gain a strong ability to cross cultural boundaries. Hisense's letter brand design "HISENS" is also fruitful, and this brand is easily associated with "high technology", which has laid the foundation for the brand to penetrate foreign culture. Double star, like double star brand, is more easily recognized and accepted in today's star culture all over the world.

If there are fundamental defects in brand design, it is often difficult to cultivate the ability to transcend geographical and cultural boundaries, and even become an obstacle. According to a friend who came back from the United States, China's "ThreeGuns" brand underwear was once banned in the United States because of the English brand "Three Guns". Fangfang lipstick can't be sold in English-speaking countries, just because the pinyin Fangfang of this brand means "dog teeth and fangs" in English. Some brands, even well-known domestic brands, are difficult to improve their ability to transcend geographical and cultural boundaries because of their original design problems. For example, China's famous brand "Li Ning" clothing has gained considerable popularity and market share in China, but it has been unable to open up the situation in the international market. One of the most important reasons is that "lining" means "lining of clothes and lining of boxes" in English. So, who wants to wear "clothes lining" or "box lining" to go out?

Western society does not expect literature to be meaningful, and ordinary consumers will not delve into the true meaning of brands. Therefore, in brand design, the most important thing to pay attention to is: concise and eye-catching, catchy, easy to remember and memorize, attractive and friendly.

The embryonic form of a successful brand. Brand design is only a basic work, and more importantly, the art of brand planning. The design of a brand is limited and the planning is infinite. According to different social background and regional culture, brand planning can give brand new cultural connotation. If this new brand cultural connotation is naturally integrated into the local cultural background without being excluded, it will be able to penetrate its own brand culture and make the products represented by the brand fully recognized and accepted.

The strategic planning of brand internationalization is the planning of brand value concept, brand image and brand advertisement on the basis of fully understanding local culture. The first is the planning of brand value concept. What kind of value concept should the company's brand promote for local consumers? This kind of value concept planning is to establish the core ideology of the brand, reveal the essence of the brand and ensure the embodiment of its products. What does the brand mean to consumers? What are the characteristics of the brand and the spirit advocated? Healthy? Green? Environmental protection? Power? Freedom? Personality? Fashion? Innovation? Value for money? Wait a minute. Secondly, it is necessary to give a specific brand image, express the personality of the product and the value concept contained in the specific image recognition. Brand image planning is to establish a brand image identification system (CIS), which needs to highlight the personalized characteristics of the brand, whether it is color, lines, graphics or image spokespersons. This is no different from domestic planning, the only difference is cultural differences. However, the star effect is always tried and tested in this field, whether it is a movie star or a sports star. The condition is naturally a "star" with good moral quality and good public image, which is deeply loved by local people. Otherwise, find a third-rate singer in China, and people won't buy it.

Finally, advertising planning suitable for local culture should be carried out. This is the enterprise's own efforts, and we dare not teach fish to swim.

Second, the brand international marketing network construction

The second step of brand internationalization strategy is the construction of international marketing network. Having the ability to transcend geographical and cultural boundaries does not mean that you can occupy the market. When I discussed this problem with the bosses of many enterprises, I was worried about the lack of international marketing network. They feel that the lack of their own international network often hinders the brand marketing of enterprises. The problem of network construction needs a historical process. In the period of planned economy, most foreign trade brands in China are in the hands of import and export companies, which are commercial brands. After the reform and development, many enterprises do processing trade and order production for foreign famous brands, and only earn processing fees. In recent years, enterprises trying to explore the international market have begun to have brand awareness, feel embarrassed that they can only "make wedding clothes for others" without brands, and strive to build their own international brands. However, this requires investment and process. It took Haier two years to enter the Wal-Mart supermarket chain, the largest retail company in the world, and it was finally accepted. Consumers in the international market recognize a brand from developing countries, which can only be achieved through repeated consumption. The problem of network construction cannot be solved overnight.

There is no shortcut to brand network construction, but if you plan well, you can take fewer detours. I think all the strategic measures that can be taken in network construction are "borrowing".

One is to borrow a ladder to go upstairs. If you put your own brand products into the distributor's channels through the authorized agents of influential foreign distributors, you can enter the market through the distributor's marketing network and gradually gain consumers' cognition and recognition of the market, and the brand's influence and popularity will gradually increase. This is how Tsingtao Brewery expanded its popularity, penetrated the market and gained influence in the United States and other countries. At present, most domestic brands enter the international market through this "exclusive agent" way, looking for agents with market influence and relatively sound network to be exclusive agents.

The second is to borrow chickens to lay eggs. This is to cooperate with foreign multinational companies with considerable popularity and brand influence through joint ventures, and sell their own brand products in the international market through the network of multinational companies while giving up part of the domestic market. Tianjin "Dynasty" wine brand is a Sino-French joint venture wine company, with the world-famous French company remy martin as its partner, and the Chinese side holds 62% of the shares. The Dynasty brand belongs to the Chinese side. At the beginning of the cooperation, both parties agreed that remy martin Company would be responsible for the export of Dynasty wine 10%. Due to the international influence of remy martin brand and the company's perfect marketing network, Dynasty brand wine quickly opened the markets of France and other European countries, and foreign countries constantly demanded to increase the export ratio, thus making Dynasty brand become the endorsement brand of China wine in the European market. The strategy of borrowing chickens to lay eggs must be to borrow famous chickens to lay famous eggs.

The third is "backdoor listing". Joint venture. Is to merge market share. Although there is a demand for joint ventures in capital and technology, a very important purpose of joint ventures and mergers and acquisitions by multinational companies in China is to occupy this expanding market. World-renowned brand companies seek partners in China, and the first choice is the first or second brand company in the domestic market. They hold shares through joint ventures, and the most important thing is China's market share in China. After the joint venture holding, it is equivalent to obtaining a network with considerable market share. The strength and brand competitiveness of German Meijieshi in the field of daily chemical products are far behind that of its brother Henkel. However, the company has found an influential brand "Vigor 28" in China by virtue of its technological advantages. After the joint venture, it quickly opened the China market with the brand of "Vibrant Meijieshi", and it was fortunate to have a share in the China market where many world-renowned brands such as Procter & Gamble, Henkel, Unilever and Kao disputed. China people are good at "learning from foreigners to control foreigners". Brand-name enterprises with certain capital strength can establish their own international market sales network, or consider looking for partners with certain market share and sales network abroad, and take the form of mergers and acquisitions to go public by backdoor, so as to directly win a sales network.

There is a popular saying in international marketing: I would rather have a first-class dealer and a second-class market than a first-class market and a second-class dealer. Brand international marketing is a major strategic issue, which requires great investment and talents who understand international marketing theory and have practical experience. Whether it is product export or foreign direct investment, we should fully investigate and study the local market situation, political environment, economic growth trend and cultural characteristics, and find first-class partners. Sweden's Volvo brand is as famous as Mercedes-Benz in the international automobile market. However, after 15 years' efforts, it is the British agents, the Hongkong agents and finally the "domestic" agents in China who have really established the brand marketing network, opened the China market and gradually been accepted by consumers.

Third, the localization of brand internationalization competition

The most important step of brand internationalization strategy is localization. If we can solve the localization problem of the brand well, the internationalization strategy of the brand will have a sign of success. The brand strategy of multinational companies in China is basically implemented in the localization of brands.

The localization of brand international competition is first manifested in the localization of brand culture. Take the strategy of multinational companies in China as an example. Because the products, services and technical features of multinational companies need to penetrate into our economic life through the expansion of brand influence, the brand influence must be recognized and accepted by the localization of brand culture. Coca-Cola was one of the first multinational companies to come to China. The successful development of Coca-Cola in China benefited from the localization of its brand, and Coca-Cola gained a wonderful Chinese name in China. Coca-Cola, a Chinese name, is catchy and pleasant to listen to, revealing the product characteristics of the brand, which is memorable. In the United States, Coca-Cola is the product of associating the names of the two main raw materials in this beverage-coca leaf and cola. However, no one would have thought that it would get a very friendly Chinese name that is both "delicious" and "coke" in China. It is the wonderful name "Coca-Cola" that started the localization process of Coca-Cola in China. From the first production line established by Coca-Cola in the Beijing warehouse of China Grain and Oil Import and Export Corporation to more than 20 joint ventures, the influence of Coca-Cola from products to brand culture has been well known to women and children in China, and Coca-Cola has occupied more than 50% of the carbonated beverage market in China.

The localization of Coca-Cola brand culture has had a wide influence in China. Today, "coke" has become synonymous with this carbonated drink in Chinese. In China, the emergence of various cola beverages, from Tianfu Coke, Happiness Coke to Extraordinary Coke, is actually influenced and inspired by the brand culture of Coca-Cola, and has been recognized by the market. Pepsi, the old rival of Coca-Cola Company, entered China. In order to localize the brand culture, Pepsi has been translated into Pepsi instead of Pepsi with the help of Coca-Cola's specific cultural connotation. As you can imagine, drinking this drink can achieve the effects of "Pepsi" and "Coca-Cola". Can you still refuse? From the successful cases of Coca-Cola and Pepsi-Cola in China, we should deeply understand the importance of localization of brand culture.

McDonald's is another successful case of brand culture localization. McDonald's brand is a typical American fast food culture, which was widely accepted soon after entering China. Children in China may not know McDonald's, but they can firmly remember the double-arch "M" in Chinese Pinyin, clamoring for that "M", and their mothers immediately got the message that their children like that McDonald's "Mai". The slogan of McDonald's is "common language-McDonald's", not "American taste-McDonald's". The development of McDonald's in China pays special attention to the localization of its brand culture. They put China's auspicious words, such as "good luck", "happiness", "spring", "longevity", "happiness" and "making money into treasure", around them, or make small gifts for customers; China's 12 Zodiac was also made as a souvenir for the children who came to the store for their birthdays. They also developed "Mai Spicy Chicken" suitable for China population to attract more customers. We can say that McDonald's brand in China, although its core concept is American, has completely evolved into McDonald's "China Culture Edition" because of its complete China marketing.

Many brands of multinational companies are deeply rooted in China and have won the reputation of consumers in China market. In order to occupy the China market on a larger scale, multinational companies are stepping up the implementation of new localization strategies. Many regional headquarters and R&D centers of multinational companies have moved to central cities in China, such as Beijing or Shanghai. Undoubtedly, it is an important part of the development strategy of multinational companies in China to integrate product, technology and human resource management into localized brands and further demonstrate the market vitality of their brands through brand localization. The localization strategy of multinational corporations in China market should give us a good enlightenment.

The internationalization strategy of China enterprises should first hold high the brand banner. However, some brands that have made miracles in their own countries often fail after going to sea because of acclimatization, and the problem lies in the improper implementation of localization strategy. Localization is a systematic project. In this regard, Haier's successful experience in overseas localization is worthy of recognition. At present, Haier has 13 factories overseas, and more than 40,800 distribution points around the world distribute Haier products every day. Haier's users are all over the world1more than 60 countries and regions. In 20001year, Haier's global turnover was 60.2 billion yuan, of which overseas turnover accounted for 14%, of which overseas institutions directly realized a turnover of 730 million US dollars and exported 420 million US dollars from China. The localization strategy of Haier brand should be said to be all-round:

The first is the localization of personnel. In the Haier factory in South Carolina, USA, there are more than 200 employees, except for the president and chief financial officer, all of whom are American and sent by Qingdao Haier. 13 overseas factory, with more than 800 overseas Haier people. These employees include workers as well as managers, designers and distributors. According to Zhang Ruimin's idea: To make local people accept your products, you must first identify with your people and your culture.

The second is the localization of design. At present, Haier's overseas design centers have reached 18, which are widely distributed in the United States, Britain, France, Japan and other countries. Its main designers are locals, and these designers are making special designs for the special needs of localization every day. It is this localized design practice that has tempered a design ability that can integrate multicultural connotations, and this design ability has also become an important part of Haier's brand competitiveness.

The third is the localization of manufacturing industry. When Haier products printed with "Made in America" were shipped out of factories in South Carolina, American retailers no longer regarded Haier as an imported product. According to Charlie, the owner of a chain store in new york, Haier is an American brand because it is produced and sold in the United States. For American consumers, "Made in America" is often an important factor in choosing products with the same performance and price, which is the value of localized brands.

The fourth is the localization of marketing. Haier's overseas marketing mainly adopts joint venture and cooperation. It took Haier more than four years to establish a localized marketing network with more than 40,000 marketing outlets managed by more than 300 localized marketing managers. Haier Europe Trading Company headed by Amory achieved sales of $65.438+0.5 billion in 200 1 year.

Chinese enterprises began to go abroad one after another and strive to explore the international market. In the internationalization of brand strategy, there are actually many problems to be solved. At present, we should concentrate on cultivating the brand's ability to transcend geographical and cultural boundaries, establish an international marketing network in a down-to-earth manner, and strive to localize the brand culture and truly integrate it into the local culture of the host country, so as to truly win the market and gradually improve the brand's international competitiveness.