21 Aug How are the Chinese Brands Expanding in Europe : The Success Stories
The right employment of business consulting and management training can help in the eventual expansion of brands dominate in the foreign soil. Read on to find out how Chinese brands do just that!
Meitu, the Chinese editing app plans to launch three offices in Europe and two more additional ones in the West. Downloaded 1.2 billion times to edit selfie, it’s aim is to be larger than Google and Facebook in terms of its user base by 2019. The brand is almost close to accomplishing its desired goal and nearly half of all users are non-Chinese.
In a world of shifting political dominance and power, China has been emerging steadily as the promising country over the last decade and more. Many factors have contributed to their steady success and ascension which has also lead to an expansion in Europe at a 1.4% rate annually.
According to Bloomberg’s most comprehensive crunching audit till date, it has estimated that China has bought or invested in assets amounting to at least $318 billion over the past 10 years. During this management training, business expansion plus business consulting period, Europe had 45 percent more China-related activity in terms of dollars.
China’s buying and business expansion motive is most evident in London, UK and Canary Wharf financial districts where it has established more than a dozen office towers.
The Chinese have a higher rate of purchase and ownership ability.
The new consumers of luxury are the Gen Y and Gen Z, between ages 23 to 38 years who are willing to spend on luxury brands and financially able to do so.
We know how luxury is so widespread in China, hence the statistics comes as no surprise.
70% of Chinese millennials have their own houses which is twice that of US millennials. They are also able to purchase luxury goods from their parents’ funding at times and are also more informed about luxury and innovative trends. For products that mix luxury and sportswear, brands like Balenciaga, Supreme x Louis Vuitton have the millennials as their biggest target consumer.
HUAWEI, OPPO and Vivo, have all been trying to execute their own carved brand identity. Through retail sales training and price positioning, Huawei priced its P9 smartphone range on the same bar as Samsung and Apple’s flagship versions.
OPPO utilised its extensive marketing power and business consulting to create brand awareness. A study of brand management and intensive business coaching can give one an insight into the business dynamics and soft skills training adopted for these brands to grow at a sprawling rate.
For example, Xiaomi, another smartphone brand relied on its MiFans to help in promotions. When it comes to marketing tactics to better foster their footing in international expansions, the brands employ strong representatives!
People who have taken courses in retail sales training and luxury sales training will be more aware of the marketing employed by Huawei to boost recognition. They roped in Hollywood stars Scarlett Johansson and Henry Cavill to head the launch of its P9 smartphone.
This global expansion attempt paid off as the brand was overtaking established brands like LG, Sony.
When brands expand beyond their traditional home market, there is a need to create a unified global identity. It works better when there is business consulting, as then a brand knows to retain its own identity yet adapt to international consumer base.
Another example of a Chinese smartphone brand is Honor that is expanding into Europe. They too have targeted millennials with a disruptive approach, different from Huawei.
They signed in 17-year old Brooklyn Beckham as the global brand ambassador to launch Honor 8 phones to its 80 million global users,
80% of whom are aged 18 to 34.
It is great to see that with the shifting times, there is a welcome change in the perception of customers for Chinese manufactured products. According to Millward Brown’s BrandZ’s report on “Top 50 Global Chinese Brands,” nearly 50 percent of consumers in Europe and America have no negative purchase perception “if you know a brand comes from China.”
The younger generations have also started to consider Chinese products to be more digitally savvy and innovative, especially when they are being led by high-tech development while integrating artificial intelligence and management training.
Even when it comes to fashion, there used to be a long-standing notion of Chinese fashion synonymous to copy versions and low-quality products. Chinese brands who used to try to capture the foreign market used to often be sidestepped for lack of confidence by their consumers.
Breaking this stereotype is the brand MO&Co.
Primarily targeted at millennials whose style was chic yet professional, they launched in 2004. They added Edition10 by 2010, a more high-end line than MO&Co.
Next, they added a cosmetics brand called REC by 2014, estimated to reach $297 million (RMB 2 billion) in revenue by 2020.
The brand now boasts of over 900 stores in mainland China and is seen by fashion-conscious consumers as an appealing alternative to Theory or Maje.
This Guangzhou based brand first decided to test the market which was fiercely competitive by placing itself at Selfridges&Co with a concession. Over time and after growing a strong local following they decided to open up at London’s premium location as a stand-alone store in Autumn 2018.
Their UK strategy is based on non-traditional marketing techniques and relied on influencer marketing and social media campaigns to spread the word about its arrival in London. Collaborating with influencers and styling them helped them to notice a significant increase in footfall.
There always needs to be a certain cautious with which Chinese brands need to tread on, but with changing global perceptions, these business expansions are here to stay.
What are your thoughts on this kind of business training and development?