成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開(kāi)
外國(guó)品牌如何在美國(guó)取得成功?巴黎貝甜告訴你

外國(guó)品牌如何在美國(guó)取得成功?巴黎貝甜告訴你

Larry Sidoti 2016-11-03
美國(guó)雖然是世界最大的消費(fèi)市場(chǎng)之一,但也存在很大的風(fēng)險(xiǎn),在這里成功殊非易事。

許多國(guó)際品牌都垂涎于登陸美國(guó)的前景。這里是全球最大的消費(fèi)市場(chǎng)。然而,該國(guó)高度管制的法律環(huán)境、苛刻的投資要求、激烈的競(jìng)爭(zhēng)和復(fù)雜的多文化的人口特征,也讓很多公司望而卻步。人們往往認(rèn)為美國(guó)市場(chǎng)昂貴、危險(xiǎn)而復(fù)雜。不過(guò)對(duì)某些人來(lái)說(shuō),為了贏得增長(zhǎng)和壯大的機(jī)會(huì),這些障礙不足為懼。Pret A Manger、Best of the Best Quality Chicken、Nando’s、100 Montaditos和我的公司巴黎貝甜(Paris Baguette)都在進(jìn)軍美國(guó)市場(chǎng)上取得了一定的成功。其他品牌應(yīng)當(dāng)如何復(fù)制我們的努力呢?

把握趨勢(shì)

如果你想讓自己的概念在美國(guó)發(fā)展起來(lái),成功的關(guān)鍵,首先在于了解市場(chǎng)趨勢(shì)和消費(fèi)者的習(xí)慣。你需要當(dāng)心,避免成為時(shí)尚的犧牲品。重要的是,不僅要理解競(jìng)爭(zhēng)格局,還要掌握文化背景。別指望著把原來(lái)的行事標(biāo)準(zhǔn)照搬到一個(gè)新國(guó)家還能取得成功。

例如,中國(guó)的星巴克咖啡店就比美國(guó)的設(shè)有更多座位和空間。美國(guó)人喜歡買(mǎi)了咖啡帶走,但中國(guó)人不同,他們更多地把咖啡店看做一個(gè)目的地。星巴克需要據(jù)此做出調(diào)整,才能確保在中國(guó)擁有競(jìng)爭(zhēng)力。盡管公司不需要在擴(kuò)張時(shí)完全改變自己的品牌,但他們必須調(diào)整適應(yīng)新國(guó)家的文化——而不是指望對(duì)方適應(yīng)自己。

準(zhǔn)備好應(yīng)對(duì)監(jiān)管上的挑戰(zhàn)

公司必須做好準(zhǔn)備,應(yīng)對(duì)法律和監(jiān)管上的挑戰(zhàn)。公司第一次登陸美國(guó)時(shí),往往會(huì)期待一切都像在本國(guó)一樣進(jìn)展順利。然而,美國(guó)的法律和監(jiān)管體系是全球最模糊、最復(fù)雜的,每個(gè)州、每個(gè)郡乃至每個(gè)城市都有不同的規(guī)定。

在遵守各州不同的特許經(jīng)營(yíng)法、了解房地產(chǎn)政策等方面,這些公司將遭遇難題。授權(quán)人需要擁有開(kāi)放的思維,靈活處理問(wèn)題,避免被欺負(fù)。解決這些難題的一個(gè)好辦法,就是聘用美國(guó)律師,而不是使用本國(guó)的代表。

了解和適應(yīng)法律和監(jiān)管體系,是一個(gè)持續(xù)的學(xué)習(xí)過(guò)程。特許經(jīng)營(yíng)咨詢(xún)委員會(huì)可以讓許多品牌得到慰藉。這些委員會(huì)讓特許經(jīng)營(yíng)者有機(jī)會(huì)發(fā)聲,坐下來(lái)表達(dá)自己的擔(dān)憂(yōu)和遭遇的困難。特許經(jīng)營(yíng)的管理者可以直接處理這些問(wèn)題。

管理好期望

美國(guó)市場(chǎng)存在著激烈的競(jìng)爭(zhēng),這讓公司的初次登場(chǎng)變得十分困難,即使他們擁有周全詳盡的啟動(dòng)營(yíng)銷(xiāo)計(jì)劃。公司必須控制對(duì)成功的期望,設(shè)立合乎實(shí)際的發(fā)展時(shí)間表十分重要。例如,我們一流糕點(diǎn)品牌巴黎貝甜在韓國(guó)本土,開(kāi)設(shè)一家門(mén)店只需要30天,而在美國(guó)則需要將近六個(gè)月。因?yàn)楸O(jiān)管方的要求完全不同,整個(gè)開(kāi)店流程要長(zhǎng)得多,還需要與總部的高管進(jìn)行溝通。

這可能會(huì)很有難度,不過(guò)管理期望極其重要。巴黎貝甜在韓國(guó)擁有超過(guò)3,000家門(mén)店,從消費(fèi)者的角度來(lái)看,你可能很難找到一個(gè)不知道該品牌的人。然而在美國(guó)則相反,你很難找到認(rèn)識(shí)這個(gè)品牌的人。在美國(guó),一切要從零開(kāi)始,而公司的領(lǐng)導(dǎo)層卻可能很難回憶起創(chuàng)業(yè)時(shí)的境況——那段時(shí)期,公司可能需要非常努力才能贏得增長(zhǎng)。避免期待過(guò)高的最好辦法是,在公司內(nèi)部進(jìn)行公開(kāi)坦誠(chéng)的交流,請(qǐng)謹(jǐn)記,國(guó)際購(gòu)買(mǎi)力未必能轉(zhuǎn)化為在新國(guó)家的成功。

根據(jù)研究公司Technomic的數(shù)據(jù),在美國(guó)市場(chǎng),青睞外國(guó)概念的地區(qū)包括邁阿密、洛杉磯、華盛頓特區(qū)和紐約。掌握正確知識(shí),得到恰當(dāng)支持、采用合理方法的情況下,外國(guó)品牌就可以成功地打入這幾個(gè)世界上最大、最有利可圖的市場(chǎng)。(財(cái)富中文網(wǎng))

譯者:嚴(yán)匡正

作者拉里·斯多提系巴黎貝甜的首席發(fā)展官

Many international brands salivate at the prospect of entering the United States, the world’s largest consumer market, but many companies are discouraged by the country’s highly regulated legal environment, high investment requirements, fierce competition, and complicated multicultural demographics. The U.S. market is often viewed as too expensive, risky, and complex, but for some, the opportunity to grow and prosper far outweighs the barriers. Companies such as Pret A Manger, Best of the Best Quality Chicken, Nando’s, 100 Montaditos, and my company, Paris Baguette, have had some success expanding into the U.S. How can other brands replicate our efforts?

Get the trends

For concepts looking to expand in the United States, understanding market trends and consumer behavior is the first key to success. You need to be careful not to fall victim to fads. The critical issue is not just comprehending the competitive landscape, but the cultural landscape as well. Companies cannot bring their own norms to a new country and expect to find success.

For example, Starbucks cafes in China have more seating and space than in the U.S. Unlike Americans who grab their coffee and go, the Chinese view coffee shops more as destinations. Starbucks needed to make this adjustment to ensure it was competitive in China. While companies do not need to completely change their brands when expanding, they must adapt to fit with the new country’s culture—not the other way around.

Prepare for regulatory challenges

Companies must also prepare upfront for legal and regulatory challenges. When companies first enter the U.S., they often expect that things will move as quickly as they do in their home country. However, the American legal and regulatory environment is the most ambiguous and complex in the world; it varies state-by-state, county-by-county, and city-by-city.

These firms face challenges such as obeying regulations of states with different franchising laws and understanding real estate policy. Franchisors need to have an open mind and be flexible in order to avoid being taken advantage of. One of the best ways to navigate these challenges is to hire a U.S.-based attorney rather than utilizing representation from their home country.

Understanding and adapting to the legal and regulatory environment is an ongoing educational process. Many brands find solace in franchise advisory councils. These councils give franchisees a voice and seat at the table to express concerns and challenges, which allows franchise executives to address them head-on.

Manage expectations

The U.S.’s hyper-competitive market makes a debut challenging, even if a company comes in with a strong and sophisticated launch marketing plan. Expectations for success must be managed and it is important to set a realistic timeline for development. For example, Paris Baguette, our premier baking franchise, can build a store in 30 days in its home country, South Korea, while it takes nearly six months to build in the U.S. Because the regulatory requirements are completely different, the entire process takes significantly longer, which needs to be communicated with executives at the home office.

This can be challenging, but managing expectations is incredibly important. Paris Baguette has over 3,000 locations in South Korea, and from a consumer standpoint, you would be hard-pressed to find one person there who did not recognize the brand. In the U.S., though, you would be hard-pressed to find one person that did. It can be difficult for the company’s leadership to recall its entrepreneurial beginnings—during which it may have struggled to gain traction—while starting from scratch in the U.S. The best solution for outlandish expectations is open and honest communication within the company, and remembering that international buying power does not necessarily translate to success in a new country.

Popular U.S. markets for international conceptsinclude Miami, Los Angeles, Washington D.C., and New York, according to Technomic. With the proper knowledge, support, and approach, foreign brands can find success tapping into one of the largest and most profitable markets in the world.

掃描二維碼下載財(cái)富APP
97se狠狠狠狠狼鲁亚洲综合色| 久久99蜜桃精品久久久久| 老少妇人妻无码专区视频大码| 亂倫近親相姦中文字幕| 久久国产V一级毛多内射| 福利视频一区二区| 精品无码久久久久久久久水蜜桃| 亚洲韩精品欧美一区二区三区| 亚洲AV高清在线观看一区二区| 妺妺窝人体色WWW聚色窝| 久久久国产精品VA麻豆| 国产日产久久高清欧美一区| 婷婷色香五月综合缴缴清| 韩国男男腐啪gv肉视频,| 亚洲综合色丁香婷婷六月图片| 国产性猛交╳XXX乱大交| 国产内射老熟女AAAA| 夜夜躁日日躁狠狠久久AV| 无码精品久久久久久人妻中字| 国产一级视频在线观看免费| 成人h视频在线观看| 久久国产精品久久国产精品| 国产一线在线视频一区二区三区四区| 欧美视频一区二区在线观看| 精品国产污污免费网站入口在线看| 亚洲6080yy久久无码中文| 国产精品视频一区| 国产一区二区精品视频| 中文字幕亚洲无线码在线一区| 亚洲AV日韩AV无码偷拍| 久久久久精品午夜福利| 蜜臀av性久久久久蜜臀aⅴ流畅| 亚洲日韩精品一区二区三区| 亚洲精品成人片在线观看精品字幕| 在线香蕉精品视频在线观看视频| 日韩精品区一区二免费| 国产精品麻豆成人AV电影| 非洲成人片免费观看| 精品视频人人妻人人爽人人| 永久免费无码日韩视频| 国产人妖性一区二区|