为何不买委内瑞拉的巧克力.doc

为什么你们不买委内瑞拉的巧克力？ Call it the “provenance paradox.” It’s the big marketing challenge for emerging markets in the next decade. ----- by Rohit Deshpand Regulating Provenance: The Champagne Effect Emerging economies may be able to turn this regulatory scheme to their advantage: For instance, in 2007, Colombia became the first non-EU country to win designation for a product—in 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. It’s a catch-22 that leaves companies like El Rey—and winemaker Concha y Toro in Chile, IT consultancy Infosys in India, refrigerator maker Arcelik in Turkey, and dozens of others—unable to price products in a way that generates the revenue needed to fuel global growth. Brand building in emerging markets is a long-standing problem—and one that’s been a particular focus of 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. It’s the management problem I hear about most from the hundreds of companies in emerging markets that I visit, consult with, and study. These proud companies are determined to move beyond their countries’ colonial heritage of being the world’s 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 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 Japanese 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 stud