版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
ChapterOneIntroductionBeijingTongrentangisawell-knowntime-honoredbrandintheChinesemedicineindustry,andalsothefirstbrandintheChinesemedicineindustry.Inthefiercemarketcompetition,branddominatesthelifeofproductsanddeterminestheriseandfallofenterprises.Intheprocessofinternationalization,howdoesTongrentangcultivatefamousbrandsthroughtheintegrateduseofbrandstrategydesign,brandcommunicationmeans,aswellascorporatecultureandproductadvantages,soastobetterenhancethebrandimageandbrandvalueofTongrentang,andbecomeanadvantageousbrandandinternationalfamousbrand.Thebrandisanimportantintangibleassetofanenterprise.Atthesametime,thebrandisacomprehensiveembodimentofthequality,reputationandimageofanenterprise,ItisanimportanttoolandpowerfulweaponforChinesetraditionalmedicineenterprisestoadapttoeconomicglobalizationandimprovemarketcompetitiveness,whichisasignificantissueofthetimes.Inthispaper,theauthorhopestocombinetherelevanttheoriesathomeandabroadwiththehistoryandcurrentsituationofBeijingTongrentangthroughtheguidanceofhistutor,tothinkdeeplyaboutthebrandinternationalizationofTongrentang,andputforwardhisownideas,soastoachievetheeffectofthrowingbricksandattractingjade.1.1 ConceptofBrandInternationalizationBrandglobalizationistheprocessinwhichenterpriseslaunchglobalbrandsintheircross-borderproductionandoperationactivities,andoccupytheworldmarket.Inglobalmarketingactivities,enterprisesestablishtheirownbrandpositioningimageandachieveaglobalgoal.Wemustnotonlyuseourownresourcesandmarkets,butalsouseforeignresourcesandmarketstoconducttransnationaloperations,thatis,invest,produce,organizeandplanInternationalmarketingactivitiesabroad.Internationalbrandsgenerallyhavethefollowingthreecharacteristics:1.Theyhavealonghistory,someofwhichhavedecadesorevenhundredsofyearsofhistoryintheirowncountries;2.Oftenabletoleadthedevelopmentdirectionoftheindustry;3.Thereareexperts,masters,orteamssupportingthebrand.1.2 IntroductiontoBeijingTongrentangBeijingTongrentangwasfoundedin1669andhasahistoryof354years.In1989,theStateAdministrationforIndustryandCommerceawardedthefirst"ChineseFamousTrademark"titleto"Tongrentang".BeijingTongrentangisawell-knowntime-honoredbrandinthetraditionalChinesemedicineindustryandalsothefirstbrandintheChinesemedicineindustry.Tongrentangregards"althoughprocessingiscomplicated,wedarenotsavelabor,andalthoughtasteisexpensive,wedarenotreducematerialresources"asapermanentdiscipline.Tongrentang’smedicinesandTonicDietarefamousfortheir"uniqueformula,superiorchoiceofmaterials,exquisiteworkmanship,andremarkablecurativeeffect".TheyarenotonlylovedbyChineseconsumers,butalsoexportedtomorethan40countriesandregionssuchasJapan,theUnitedStates,Canada,andsoon.Atpresent,trademarkshavebeenregisteredinover50countriesandregionsaroundtheworldandhavebecomemembersoftheMadridPact.Inrecentyears,Tongrentanghascontinuouslystrengthenedthedevelopmentandmanagementofdomesticandforeignmarkets.In2007,TongrentangGroup’ssalesrevenueexceeded7billionyuanandachievedexportearningsofover20millionUSdollars,rankingfirstintheChineseherbalmedicineindustryinChina.ChapterTwoEnvironmentalAnalysisofBeijingTongrentangBrandInternationalizationBeijingTongrentangisacenturyoldshopspecializingintraditionalChinesemedicine.Initsinternationalizationprocess,theexternalenvironmentitfacesiscomplex,whichprovidesopportunitiesandchallengesfortheinternationalizationoftheTongrentangbrand.Analyzetheindustryenvironment,economicenvironment,andculturalenvironmentfacedbytheinternationalizationofTongrentangbrand,andsummarizetheinternalandexternalenvironmentofTongrentangbrandglobalizationbasedonthis.2.1InternalEnvironmentTongrentanghasastrongbrandadvantageinthetraditionalChinesemedicineindustry.In1989,TongrentangwasthefirsttrademarkrecognizedbytheStateAdministrationforIndustryandCommerceasanationalwell-knowntrademarkandreceivedspecialprotectionfromthestate.In2002,TongrentangGroupwasrecommendedbytheNationalIndustrialEconomyFederationandtheBrandStrategyPromotionCommitteeasoneofthe16companieswiththegreatestimpactonglobalbrandpower.Tongrentangwasawardedthetitleof"time-honoredbrand"bytheMinistryofCommerce,andwasawardedthetitleof"MyFavoriteChineseBrandin2005"byCCTV.In2004,itwasidentifiedasoneofthetoptentypicalexperiencesofstate-ownedkeyenterprisesbytheCentralPropagandaDepartmentandtheStateownedAssetsSupervisionandAdministrationCommissionoftheStateCouncil.Atthesametime,TongrentangregistereditsfirstChinesetrademarkinover50countriesandregionsworldwide.ThefamoustrademarksandexcellentbrandsofTongrentanghavebecomeuniqueadvantagesforthesustaineddevelopmentofTongrentangGroup.ThestrongbrandadvantageofTongrentangisrelatedtoitsconsistentemphasisonbrandmaintenanceandpromotion.TheexquisitecraftsmanshipofTongrentangisunparalleledintheindustry.Formanyyears,Tongrentanghasalwaysfollowedtheancientmottoof"althoughprocessingiscomplex,theydarenotsavelabor,althoughtasteisexpensive,theydarenotreducematerialresources".WeknowthatthequalityoftraditionalChinesepatentmedicinesandsimplepreparationsmustbeguaranteedbyexquisiteworkmanshipinadditiontoitsuniqueprescriptionandexcellentmaterialselection.ExquisitecraftsmanshiphasbecomeatraditionofTongrentang.DuringthereignofGuangxu,aftertheBoxerRebellion,TongrentangfoundthatthegoldpotandsilverspatulausedinmakingthePurpleSnowPillwerestolenbytheEight-NationAlliance.Somepeoplesuggestusinganironpotinstead.Ms.Xu,theactualownerofTongrentang,deniedthisclaimandtooktheleadinpresentingherowngoldjewelry,whichiscomposedof100taelsofgold.UntilthesuccessfulproductionofPurpleSnowPill.Afterthereformandopeningup,Tongrentangbecameastate-ownedenterprise,neverslackingoffinmanufacturingtechnology.TraditionalChinesepatentmedicinesandsimplepreparationsproducedbyTongrentanghasgonethroughhundredsofprocessesfromrawmaterialprocurementtopackaginganddelivery.Theprocessingprocessofeachdrughasstricttechnicalrequirements.Thefeedingamountisaccurateandtheerroriscontrolledbelowmicrograms.ThetraditionalChinesepatentmedicinesandsimplepreparationsprescriptionsofTongrentangareopentothepublic,butnoonecanmakesimilarChinesemedicines.ThekeyisthatTongrentanghasdifferentpharmaceuticalprocesses.Exquisitetechnologyensurestheefficacyandqualityofdrugs,whichhasbecomeakeyelementofTongrentang’scorecompetitiveness.2.2ExternalEnvironmentTongrentangisapharmaceuticalenterprisespecializingintheproductionoftraditionalChinesemedicine.Atpresent,theworlddrugmarketcanberoughlydividedintotheWesternmedicinemarketdominatedbychemicalsyntheticdrugsandthebotanicalmedicinemarketdominatedbytraditionalnaturalbotanicaldrugs.However,judgingfromthecompetitivenessofChinesetraditionalChinesemedicinemanufacturersintheinternationalmarket,theylackacompetitiveadvantage.ThemainmanifestationisthatthetraditionalChinesemedicineindustryisrelativelylow-endinthevaluechainoftheworld’snaturalplantmedicineindustry,anditscompetitiveadvantageisnotobvious.Sofar,thereisnoChinesetraditionalmedicinevarietyenteringtheinternationalmainstreammarketasadruginChina.TheUnitedStatesisoneoftheimportantchannelsfortheinternationalizationoftraditionalChinesemedicine.IfChina’straditionalChinesemedicinepreparationscanpassthemarketingapprovaloftheUSDrugAdministration,itmeansobtainingacertificatetoentertheinternationalmajordrugmarket.Butsofar,ithasnotbeenapproved.ThehugeandconstantlyincreasinghealthcareexpenditurehasbecomeaburdenongovernmentsinEurope,theUnitedStates,Japan,andothercountries.Themainreasonfortheincreaseinmedicalexpensesistheagingpopulation,increasinglyexpensivenewdrugsandtherapies.Aftermaintainingdouble-digitrevenuegrowthratesfor20years,mainstreampharmaceuticalcompanies(chemicalsyntheticdrugs)arefacingpolicyandtechnicalpressure,aswellascompetitionfromgenericpharmaceuticalmanufacturers.Thedifficultyandcostofdevelopingnewdrugsforpharmaceuticalcompaniesareincreasing,andtherisksarealsoincreasing.Relativelyspeaking,theadvantagesofnaturalplantmedicinesareshortdevelopmenttime,relativelylowcost,andlowprice.Thishasledtoincreasingemphasisontheresearchanddevelopmentofnaturalplant-baseddrugsinWesterncountries,andrelaxationofrestrictionsonnaturalplant-baseddrugsininsuranceandotherregulations.ChapterTreeAnalysisofBeijingTongrentangBrandInternationalizationStrategyThroughtheanalysisofthebrandinternationalizationstrategyofBeijingTongrentang,analyzethebrandinternationalizationmarketentrystrategyofBeijingTongrentang,andclarifythebrandinternationalizationgrowthpath,culturalstrategy,andInternationalmarketingcombinationstrategy.Throughaseriesofanalysis,proposeaseriesofreflectionsontheinternationalizationoftheTongrentangbrand.3.1MarketEntryStrategyThemarketentrystrategiesfortheinternationalizationoftheTongrentangbrandarediverse,andcorrespondingmarketentrystrategiescanbeadoptedbasedonthecharacteristicsofdifferentmarkets,includingregionalexpansion,brandalliances,brandmarketingstrategies,jointventurefactoryconstruction,cooperativedevelopment,etc.Thisincludesbothproactiveeffortstoexploreinternationalmarketsandcreateinternationalbrands,aswellaspassivechoicesthatarenotconducivetostarting.TheformerincludesinvestmentandtransittradeinHongKongandSoutheastAsia,whilethelatterenterscountriessuchasEuropeandtheAmericasasnaturalhealthproducts.ItcanbeseenthattheinternationalizationpathoftheTongrentangbrandisdifficultandcomplex.HowtochooseaneffectivebrandentryandgrowthpathisamajorissuethatTongrentangcontinuouslyexploresandcontemplates.3.1.1MarketPositioningFirstly,prioritizesurroundingcountriesandregionsastheprimarygoal.In1993,TongrentangwaswarmlywelcomedwhenitfirstopeneditsfirstoverseasstoreinHongKongthroughbrandauthorization.In1994,thefirststorewasopenedinLondonandsubsequentlyopenedinotherEuropeancountries,buttheresultswerenotsatisfactory.TongrentangreplicatedthemodelofbeingarenowneddoctorinChinainEurope,butwhenthedoctorfeltthepulseforthepatientandsaid'insufficientkidneywater,prolongedliverfire',boththetranslatorandthepatientwereconfused.Tongrentangbegantoadjustitsstrategy,focusingfirstontheAsianmarket,especiallyinregionswithahighnumberofChinese,suchasSoutheastAsia,andthenmakingeffortstoentertheUnitedStates.Thegrouphasthusestablishedadevelopmentstrategyof"stabilizingAsia,enteringEurope,penetratingtheUnitedStates,andopeningupOceania".Secondly,establishoverseasinvestmentcompanies.Tongrentangdirectlysellsbyestablishingjointventuresalescompaniesandpharmaciesoverseas,includingHongKongTongrentang,UKTongrentang,ThailandTongrentang,AustraliaTongrentang,VietnamTongrentang,etc.3.1.2MarketSegmentationFirstly,establishaproductagencysystem.TongrentanghasestablishedproductagencysystemsinHongKong,Indonesia,Malaysiaandotherplaces,wherelocalagentsdistributeTongrentang'sproductsinlargequantitiestopharmacies,clinics,hospitals,andsupermarkets.Secondly,enterunderdifferentidentities.IncountriessuchastheUnitedStates,Europe,Canada,andAustralia,itmainlyentersasanaturalhealthproductbetweendrugsandfood,whileinSoutheastAsiaandHongKongandTaiwan,itmainlyentersasadrug.Thirdly,transittrade.DuetothecurrentdifficultyofTongrentang'sproductsenteringtheEuropeanandAmericanmarketsasdrugs,TongrentangfullyutilizesthetransitadvantagesofHongKongandothermarketstoexportproductstoEuropeandAmerica.Establishedin2004,TongrentangTraditionalChineseMedicineCo.,Ltd.hasa11700squaremeterfactoryinHongKong,specializinginmodernplantmedicineintheEuropeanandAmericanmarkets.Fourthly,jointlydevelopproductstargetingthetargetmarket.Inordertoseekdiversificationintheinternationalmarket,Tongrentangnotonlyutilizesnormaltradeforms,butalsojointlydevelopsnewproductswithcountriessuchasJapanandAustralia,andadoptsaformofspecializedproductionandsupply.Fifth,adoptdifferentmarketingandentrystrategies.Tomeettherequirementsofvariousimportingcountries,Tongrentanghasmadeappropriateadjustmentstotheprescriptioningredients,packagingtext,andotheraspectsofoldproductswithgoodtherapeuticeffectsandgreatpotential.Differentcountrieshavedifferentrequirementsforproducts,andTongrentanghasestablishedaspecializeddepartmentforthispurpose.Ithasconductedyearsofproductexportresearchandfocusedoncommunicationtostrengthenunderstandingofthemarketsofdifferentcountries.3.2BrandInternationalizationPathStrategyAccordingtotheanalysisinthepreviouschapter,therearethreemainmarketentrystrategies:fromunderdevelopedcountriestodevelopedcountries,fromdevelopedcountriestounderdevelopedcountries,andthemiddleroute;Inaddition,thereareotherroutes,suchas"fromneartofar"and"singlepointbreakthrough,drivingtheoverallsituation".TongrentanghaschosenauniqueinternationalizationstrategybasedonthecharacteristicsoftraditionalChinesemedicine.3.2.1BrandInternationalizationPathSelectionStrategyTheoverseasexpansionofTongrentangisachievedthroughtheestablishmentofoverseasstoresandtheuseofdoctorstobringmedicine.ThesalestargetofTongrentang’soverseaspharmaciesismainlyChinese,mainlytargetingAsianpeople,withoutspecificallytargetingnonAsianpeople.ThisismainlybecausetheyfinditdifficulttoaccepttheconceptoftraditionalChinesemedicineandinvesttoomuchinexpandingthismarket,resultingintoolittleeffect.EveryoverseaspharmacyofTongrentangadherestotheoldtraditionofhavingamedicalclinic,with2to4doctorsattendingeveryday,providingprofessionalguidanceforoverseasChinesemedicineusersandassistinginthepromotionofChinesemedicineoverseas."ThisstrategyhasindeedensuredthesuccessofTongrentang’searlyinternationalization,especiallyinSoutheastAsia,TheestablishmentofterminalpharmaciesandbrancheshasincreasedthevisibilityandpublicrecognitionofTongrentangandtraditionalChinesemedicineinthelocalmarket.However,thisstrategyhasencounteredchallengesintheEuropeanandAmericanmarkets,astraditionalChinesemedicineandtraditionalChinesemedicinearevastlydifferentfromthepharmaceuticalsystemsinEuropeandAmerica,andculturaldifferencesaredifficulttoovercome.Tongrentanghadtofollowthetrendandusevariousmarketingmethodstoexplorenewsaleschannels,whichledtoasignificantincreaseinforeignexchangeearnings,butdidnotbenefittheestablishmentofTongrentangasatraditionalChinesemedicinebrandinEuropeandAmerica.ItcanbesaidthatthisstrategynotonlysuccessfullyingrainedtheproductinSoutheastAsiaandotherregionswithahighnumberofChinesepeople,butalsopromotedthebrandgrowthofTongrentang.However,intheEuropeanandAmericanmarkets,thebrandgrowthofTongrentangisnotsatisfactory.Fromatheoreticalanalysis,Tongrentang’sbrandentrystrategyadoptsa"mountainnearandfar"approach,firstconsideringtheculturalandethnicsimilaritiesbetweenChinaandneighboringcountriesandregions.ItfirstpromotesthebrandinHongKong,Macao,Taiwan,SoutheastAsia,andotherregions,andthenexpandstoEurope,America,andotherregions.TheshortcomingsofthispathhavealsobeenhighlightedintheEuropeanandAmericanmarkets,makingitdifficulttoimplementtheideaofbrandinternationalizationandencounteringnumerousobstacles.3.2.2BrandInternationalizationGrowthPathStrategyAftermorethan300yearsofdevelopment,Tongrentanghasitsownbrandadvantage,sointermsofbrandgrowth,ithasnotadoptedthestrategyofdirectlyacquiringforeignbrands;Atthesametime,Tongrentanghasachieved0BMinChinaandaccumulatedasetofexperienceinbrandinnovationandmaintenance.Therefore,intheinternationalmarket,TongrentangisfacingthechoiceoftakingtheApathortheBpath.Whatitneedstodoisthegeographicalexpansionofthebrand.Byestablishingoverseasstoresandusingmedicinetoguidemedicine,Tongrentangnotonlyexpandsthebrandgeographically,butalsoculturally.3.3CulturalStrategyChinesecultureandWesternculturearedifferentcultures.AccordingtoHall’stheory,Chinesecultureisahighcontextculture,wherealargeamountofinformationistransmittedthroughthebackgroundofcommunication,whichisimplicit,indirect,andvague;Westerncultureisalowcontextculture,whereinformationiscontainedincommunicationcodesthatareclearandspecific.TherelationshipbetweenTheTwoCulturesdeterminesthatenterprisesshouldadoptdifferentculturalexchangestrategiesintheirinternationalizationstrategies.3.3.1CreatingExcellentCorporateCultureTongrentanghasalwaysbuiltitscorecompetitivenesswithexcellentculture.Firstly,itintegratesgroupresourcesthroughcultureandunifiesideasthroughbranding.In1992,BeijingTongrentangGroupwasestablished,whichmeansthatTongrentangenteredanewstageofdevelopmentbyintegratingresourceswithcorporatecultureandenhancingcompetitiveness.Atthattime,TongrentangGrouphad21coreenterprises,andtherewereasmanyasdozensofcloseandsemicloselevelenterprises.BeforetheestablishmentoftheGroup,mostoftheseenterpriseswereindependent,withsmallscale,outdatedequipmentandlowdegreeofmarketization.Therewerelargedifferencesinbusinessperformance,managementstyle,assetstatus,productstructureandquality.Theseenterprisesalsohavedifferentexpectationsforjoiningthegroupandtheirinterests.TongrentangGrouprealizesthatinordertoremaininvincibleinthemarket,itisnecessarytointegratealltheresourcesofthegroupwithTongrentang’sexcellentcorporateculture,usetheculturaltraditionof"cultivatingbenevolenceandbenefitingtheworld"touniteandcultivateemployees,andovercomethesenseofsuperiorityandconservativeconceptsofnotstrivingforprogress.Secondly,TongrentangactivelypromotesTongrentangculturetotheoutsideworldandbuildsitsbrand.Topromotecorporateculture,TongrentangassistedincreatingBeijingopera"StormTongrentang"andTVseries"QingDynastyMedicineKing".Indailyoperation,Tongrentangpaysattentiontobrandmanagementandbrandmarketing.Tongrentangadoptsthefollowingstrategiestobuildandmaintainbrandculture:Firstly,talentcreatesabrand.Talentisanimportantguaranteeforthelong-lastingbrandofTongrentang.Tongrentangfocusesontalentcultivationandproposesaholistictalentperspectivebasedontheactualsituationoftheenterprise.Ithasestablishedvariousplatformsfortalentstoshowcasetheirtalents,fullyleveragingtheenthusiasmofeachemployeeinpractice.Tongrentanghasincorporatedemployeetrainingintoascientific,standardized,andinstitutionalizedtrack,andestablishedatrainingcentertoprovidesystematictrainingforemployees.Atthesametime,TongrentanghasintroducedCIScorporateimagedesign,furtherstandardizingthebehavioroftheenterpriseandemployees,andestablishinganewimageofTongrentangGroup.Corporateethicsandprofessionalethicshavebecomethebehavioralnormsofthegroup.Secondly,qualitycreatesabrand.Tongrentanggathersancientformulas,palacesecretformulas,andfolkprovenformulas.ThroughgenerationsofTongrentangpeople’sdedicatedresearch,uniquepharmaceuticalprocessesandtechnologieshavebeenformed.Tongrentang’straditionalChinesemedicinehasstrictqualitystandards,uniqueformulas,high-qualityingredients,exquisitecraftsmanship,andsignificanttherapeuticeffects,forminganinexplicableTongrentangplotinthemindsofconsumers.Thirdly,promotethebrandthroughservicepromotion.ThepeopleofTongrentanghavealwaysadheredtotheentrepreneurialprincipleof"cultivatingbenevolenceandpromotinghealthpreservation",formingauniqueTongrentangbrandservice.TongrentangGrouphasover600storesbothdomesticallyandinternationally,allofwhichpursuehighcustomersatisfactionastheirservicegoal.TongrentangGrouphasproposedtheconceptof"servingwithdedicationandengaginginbusinesswithpassion",integratingbusinessactionswithcustomerdesires,therebyestablishingTongrentang’sbrandservice.Fourthly,promotetheconstructionofbrandculture.TheentrepreneursofTongrentangreverethebeliefthat"thosewhocanmaintainhealthandbenefittheworld,onlymedicineisthemostimportant",andregardthepracticeofsellingmedicineasanoblecauseofmaintaininghealthandbenefitingtheworld.Throughouttheages,peopleofTongrentanghaveadheredtotheancientmottoof"althoughtheproductioniscomplicated,theydarenotsavelabor,andalthoughthetasteisexpensive,theydarenotreducematerialresources."Theyhavealwaysmaintainedagoodculturaltradition,insistedonobtainingwealthaccordingtotheprinciplesofrighteousness,anddevelopedthroughtheword"integrity".Nowadays,theprofessionalethicscenteredon"morality,honesty,andtrustworthiness",thebusinessphilosophybasedonancientteachingsandchurchteachings,thespiritofthetimesbasedoninnovativedevelopment,thebusinessphilosophyof"puttingrighteousnessfirstandcoexistingrighteousnessandprofit",themanagementbeliefof"oneheartandonemind,benevolenceandbenevolence",thecorporatespiritof"cultivatingbenevolenceandmoralitytogether,andpromotinghealthpreservation",aswellasthe"fourgoodtreatment"and"fourstandards",etc,Together,itformsthetraditionalandmodernbrandcultureofTongrentang.Fifth,useculturetostrengthentheconnotationoftheTongrentangbrand.Abrandisacommitmentmadebyacompanytosocietyandconsumers,andthecontentofthecommitmentislargelyconsistentwiththecorevaluesofthecorporateculture.TheuniquecorporatecultureofTongrentanghighlightsthebrandculturalpersonalityofTongrentang.Inbrandbuilding,Tongrentangutilizestheadvantagesofculturetoorganicallyintegrateculturewiththebrand,formingTongrentangbrandcultureandcreatingTongrentang’sbrandpersonality,whichisaprerequisiteforTongrentangtoimplementitsbrandinternationalizationstrategy.3.3.2CultureandBrandIntegrationTraditionalChinesemedicineisnotonlyatechnology,tool,andtheoryformaintaininghealthandbenefitingtheworld,butalsoavastandprofoundculturalsystem,whichisapartoftraditionalChineseculture.ThetheoryoftraditionalChinesemedicineisdirectlybasedonthetraditionalChinesecultureandphilosophicalsystem,andthetwoareinseparable.TraditionalChinesemedicine,ontheotherhand,isapracticalresultguidedbytraditionalChinesemedicinetheoryandisalsoinseparablefromtraditionalChinesemedicinetheory.Therefore,whileutilizingmodernmeanstocontinuouslymaketechnologicalbreakthroughsandinnovations,TongrentangcontinuouslypromotestraditionalChinesemedicineculturebyestablishingdirectoverseasstoresandtraditionalChinesemedicinepractitioners.Tongrentanghassparednoexpenseinchoosingstorelocationsinthecenterofthecitiesitvisits.Regardlessofthecountry,TongrentangstoresmaintainBeijing’suniquecustoms.Initsexternaldevelopment,Tongrentangisnotonlyexportingproducts,butalsoexportingculture.Thisisactuallymorelikepropagandathanalarge-scalebusinessactivity.Therefore,thebenefitsofinternationalizationofTongrentangwilldependontheprocessofculturalinfiltration.Theculturalgapisdifficulttofillinashortperiodoftime,whichisalsoadiseasethattraditionalChinesemedicineisnotacceptedbyEuropeanandAmericanmarkets.Intheprocessof‘goingout’,Tongrentangstillhasalongwaytogo.By2008,Tongrentangwillhavearound100branchesoverseas,integratingtraditionalChinesemedicineintotheinternationalmainstreammarket.Althoughopeningastoredirectlyabroadhasresultedinasignificantincreaseinoperatingcosts,thismoveisdirectandeffectiveinenhancingthebrandandcorporateimage.3.4InternationalMarketingPortfolioStrategyMarketersusealargenumberofmarketingtoolstoguidethedesiredresponsefromthetargetmarket,whichareincludedinthemarketingmix.Inpracticalwork,accordingtothemodernmarketingtheory,itshouldbethefocusofenterprisestoadoptappropriatemarketingmixstrategiestoanalyzethebrandinternationalizationofTongrentang.3.4.1ProductStrategyAsatraditionalmedicine,manyvarietiesoftraditionalChinesemedicinehavenotyetformedrecognizedinternationalstandardsinternationally.However,thevalueofadrugdependsonitsefficacyandsafetyrequirements,whichisaninternationalpractice.Atpresent,theinternationalrequirementsfordrugsarefocusedonsafety,effectiveness,stability,anduniformity.Inaddition,duetotheuniquenatureofdrugs,governmentsaroundtheworldstrictlyregulatethem.However,theproductstandardssetbyeachcountrytoprotectthehealthandrightsofitscitizensvarygreatly,andthecontroloftheseproductswillinevitablydirectlyaffecttheimportofproducts.TraditionalChinesemedicine,asaproductwithstr
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 放飞梦想演讲稿模板7篇
- 2024湖南国网农电工考试题库电工考试题库(全国版)
- 《活着》-人物生平
- 2024年04月山东省标准化研究院招考聘用现场笔试历年高频考题摘选后附答案详解
- 2024年高等教育公共课自考-00004毛泽东思想概论笔试参考题库含答案
- 2024年税务考试-地税系统笔试参考题库含答案
- 2024年石油石化技能考试-高密度聚乙烯车间员工笔试参考题库含答案
- 2024年石油石化技能考试-催化裂化装置操作工笔试参考题库含答案
- 2024年04月中山市2024年“三支一扶”招募60名高校毕业生笔试历年高频考题摘选后附答案详解
- 五年级上册数学教学设计-第5单元 列方程解决问题例5∣人教新课标
- 爬行类疾病防治-宠物蛇疾病预防与治疗
- 【眼视光技术论文4000字】
- 施工项目的安全管理(完美版)ppt
- 皮脂腺囊肿病历书写模板
- 国际标准智商测试题带答案
- 五年级下册综合实践活动教案-多变的天气 全国通用
- 青岛生建z28-75滚丝机说明书
- 六下综合实践汽车知多少课件
- 莆田现有的小学
- 讲师教练技术第一阶段导师讲义版本五
- 中国政治制度史感想
评论
0/150
提交评论