Transcript Chinese nationalism and its impact on brands Ogilvy & Mather China

Chinese nationalism and
its impact on brands
Ogilvy & Mather China
Millward Brown ACSR
October 2008
Table of Content
Research Approach
3
Executive Summary
4
Brand Health
10
Category Presence
17
Brand Image
20
Brand Satisfaction
24
Brand Communication
27
Media Habit & Hobby
43
Sales Activation
54
Appendix
77
Preface
•
•
•
•
•
•
If there is one sentiment that has paralleled China’s relentless rise in the
global stakes, it has been the rise in the Chinese citizen’s confidence in
their nation.
There is plenty of good reason for this pride. China has emerged as a
global economic force, within the lifetimes of its working population.
China’s successful staging of the 2008 Olympic Games and its topping
the gold medal tally is again a clear sign of the determination of its
leaders and people alike to achieve domination.
In the runup to the Olympics, the term ‘Nationalism’ has been a
recurrent theme in political, social and business coverage of China.
With the Olympics at the center-stage, the events in Tibet and the
Sichuan earthquake have combined to unleash a nationalistic sentiment
seen like never before in the contemporary world.
For once, a potent combination of social, economic and political forces
have buffeted the world of consumption and brands, the implications of
which may last for a long, long time. Or will they?
Preface (2)
A chronology of events
• The 2008 Tibetan unrest was reported with inaccuracy and little
independent cross-checking by European and US newspapers.
• Anti-China protestors kept up a strident note of attack on Olympic
Torch relay made China’s citizens outraged.
• CNN continued to draw the ire of the Chinese since its program host,
Jack Cafferty’s remarks triggered the anger among Chinese worldwide.
Within China, a different kind of payback was quickly unfolding.
• In April, a boycott towards Carrefour was carried out across China.
• Still in April, about 2.3 million (and more than the number soon after)
Chinese MSN user had added the pattern ‘I heart China’ to show their
unity and patriotism.
• In the afternoon of 12 May 2008, an earthquake of magnitude 8.0 hit
Sichuan province. The floodgates of support opened up for both
domestic and international. And this again arouse Chinese’s unity and
patriotism.
The Questions
•
•
China was to stage the Olympics, and it believed that it could put on the
grandest show ever. It also believed that it could displace the powerful United
States from the top of the gold medals tally, though the leaders downplayed
the expectation in the last couple of months before 08/08/08.
At the same time, multinational companies such as Adidas, Coca-Cola,
Volkswagen, Nike, McDonalds and GE were shrugging off criticism in their home
markets and urging ‘Go China!’ in their Olympic communications.
The questions we were trying to explore were:
• How important a role would ‘country of origin’ play in the choice of brands that
consumers made, given that some nations were seen to be ‘more unfair ’
towards China than others?
• Would the feeling of nationalism translate into profits for Chinese companies?
• Was there anything at all that multinational companies could do when faced
with an army of 25 million bloggers, eager to toss out an errant foreign brand
at its slightest misstep?
• Was there a way to channelize a Chinese nationalism in their favour without
alienating – their Western customers?
The Research
•
The research was conducted
–
Between May 26 and June 6, 2008,
–
The respondents were 900 Chinese citizens between the ages 16-45,
–
Distributed over nine tier one and tier two cities – Shanghai, Beijing,
Guangzhou, Wuhan, Xi’an, Nanjing, Hefei, Hangzhou and Shenyang
–
A control – exposed group methodology was used to measure the impact of
‘nationalistic’ activities on brands; one group was prompted about the
activities such as the anti-Carrefour and anti-CNN movements, the other
group was not.
–
Using Lightspeed Research’s online panel.
–
Simultaneously, we mined weblogs and BBSs (bulletin boards) to get a
feeling of the sentiment that was being directed against mostly French
brands. We chose a set of categories where both international and Chinese
brands had a prominent presence: consumer electronics, skincare,
automobiles, hypermarkets and luxury goods.
Research Findings
Awareness and Response to the Wave of Nationalism
Participate or Not
Aware or Not
- Awareness of all the listed
activities were high and
everyone knew of the torch
relay.
- Interestingly, online is the
biggest source of awareness
for MSN campaign, antiCarrefour and anti-CNN.
No
63%
Yes
37%
No
0%
Olympic Torch Relay
Yes
100
%
N=450
N=450
No
37%
MSN I ‘heart’
China Campaign
No
21%
Yes
79%
Yes
63%
N=357
N=450
- The ease of participation on
an online movement makes
the gap between awareness
and action much smaller.
No
44%
No
2%
Anti – Carrefour
Yes
98%
Yes
56%
N=443
N=450
No
15%
Anti – CNN
Yes
85%
No
47%
Yes
53%
N=383
N=450
Source of Awareness
Online BBS
SMS
Email
WOM
TV News
Newspaper/Magazine
Radio
Other Website
54
35
30
42
77
58
45
60
Online BBS
SMS
Email
WOM
TV News
Newspaper/Magazine
Radio
Other Website
46
21
37
42
26
23
15
52
Online BBS
SMS
Email
WOM
TV News
Newspaper/Magazine
Radio
Other Website
43
38
33
54
41
43
25
61
Online BBS
SMS
Email
WOM
TV News
Newspaper/Magazine
Radio
Other Website
48
21
25
43
45
41
25
61
N=450
N=357
N=443
N=383
Preferred Country – Across Categories
Overall, Chinese brands are quite preferred among the selected origins. And respondents from tier
2 cities shows a higher preference on Chinese goods comparing with those from tier 1 cities.
Total
Tier 1 Cities
Tier 2 Cities
Korea
6.3
6.1
6.9
Japan
17.9
19.7
15.7
China
31.1
29.1
33.4
Germany
8.6
8.1
8.8
France
16.8
18.1
15.7
Italy
3.8
4.6
2.9
US
8.5
7.9
8.8
UK
1
0.9
0.8
3600
1920
1680
Base：
Q. If you want to buy a __________ (category name) product, what countries’ brand would you be most interested in? （SA）
Stated Importance – Across Categories
Product quality is the most important factor on product choice across categories. And
the importance of country of origin dropped.
Mean Score
Total
Tier 1 Cities
4.6
4.6
Mean Score of Importance
Product quality
Tier 2 Cities
4.5
Brand
3.9
3.9
4
Price
3.8
3.8
3.7
After sale service
2.8
2.7
2.9
Product Technology
2.6
2.5
2.7
Location to buy
1.7
1.8
1.7
Country of Origin
1.6
1.7
1.6
Base：
3600
1920
Q. Please rank following factor by their importance when you consider purchasing electronic product.
1680
Provenance of Brands
•
That said, awareness of the country of origin of brands
differed by product category, and is often complicated by
factors such as mergers, or a brand having being around for
a reasonable length of time in China, and being successful at
that.
–
–
–
–
Tesco - who have taken over and are in the process of
rebranding the local chain. Trust Mart - is a good example of
the former, with 23% of the respondents stating it was a
Chinese brand, and 46% not knowing the country of origin.
Ditto for Lotus Supermarkets, where 25% said it was a Chinese
brand, and 34% did not know which country it came from.
26% of the respondents believed Olay was a Chinese brand,
slightly lower than the number (32%) who identified the
brand’s provenance as being American.
Fewer respondents (29%) correctly identified Nivea as a
German brand than those who did not know where the brand
came from (32%).
The provenance of luxury brands, apart from Louis Vuitton and
Chanel, was also a bit diffused.
Provenance of Brands (2)
•
However, for product categories such as consumer electronics
and automobiles, such confusion did not reign.
–
–
By and large, respondents were able to correctly identify
Samsung and LG as being South Korean, Siemens being
German, Sony and Panasonic as being Japanese and Lenovo
and Haier being Chinese.
In a similar vein, Hyundai was identified as being Korean,
Renault and Citroen as being French, Buick as being American,
Honda and Toyota as being Japanese. The only exception, to
some extent was Volkswagen – the most successful auto brand
in China, which 20% of the respondents stated as being
Chinese, even as 70% identified it as a German brand.
Country of Brand – Hypermarkets
Original Country of brands
%
%
%
%
%
%
%
%
Korea
0
0
1
2
3
0
0
0
Japan
0
1
0
3
2
1
0
8
China
1
1
2
25
23
Germany
3
2
1
1
0
0
1
France
7
4
3
4
1
2
1
Italy
1
0
1
1
0
1
0
1
1
9
3
4
1
1
2
US
43
87
70
68
53
47
UK
2
1
1
2
14
1
0
0
None of above
0
0
1
27
3
1
6
4
Don’t Know
16
6
Base：
861
884
38
34
630
720
Q. Could you please indicate where these Hypermarket brands come from?
what countries’ Hypermarkets brand would you be most interested in?
46
596
26
36
37
745
478
682
Country of Brand – Luxury
A majority of the respondents were not sure where most luxury brands came from.
Original Country of brands
%
%
%
%
%
%
%
Korea
0
0
0
1
0
1
0
Japan
0
1
1
1
0
1
0
China
0
0
1
1
0
0
1
Germany
1
1
0
1
1
1
28
17
13
France
57
21
63
Italy
5
32
2
US
6
7
7
UK
5
2
None of above
1
Don’t Know
Base：
38
5
14
10
5
6
27
4
11
4
4
4
5
4
1
0
2
1
2
1
25
33
22
30
719
496
818
582
38
Q. Could you please indicate where these Luxury brands come from?
what countries’ Luxury brand would you be most interested in?
41
513
38
409
44
587
Country of Brand – Skincare
Original Country of brands
%
%
Korea
0
Japan
1
China
1
1
Germany
1
France
4
%
1
%
%
%
%
%
%
2
0
1
1
0
0
0
3
3
1
2
2
0
1
5
6
28
12
1
0
0
2
1
29
1
6
3
14
5
12
51
66
%
72
75
58
92
81
0
0
0
2
0
0
Italy
1
1
0
1
1
2
1
0
0
0
US
12
10
2
33
32
8
8
0
0
0
UK
2
2
1
3
2
3
2
1
0
0
None of above
0
1
0
0
1
0
0
1
0
1
17
22
16
26
32
27
19
6
15
427
412
448
440
432
Don’t Know
Base：
448
404
431
36
377
448
Q. Could you please indicate where these Skincare brands come from?
what countries’ Skincare brand would you be most interested in?
Country of Brand – Electronics
Original Country of brands
%
%
87
Korea
%
1
2
%
1
92
Japan
5
China
1
0
2
1
Germany
1
0
14
0
France
0
0
4
0
Italy
0
0
2
US
0
2
UK
0
None of above
Don’t Know
90
%
9
%
%
2
0
0
9
0
1
2
89
78
94
0
1
3
0
0
0
0
0
0
8
1
3
3
0
0
4
0
1
0
0
1
0
30
0
1
1
1
5
5
24
4
14
5
3
65
%
3
6
1
0
0
1
0
1
9
Base：
894
893
890
890
885
894
894
879
Q. Could you please indicate where these electronic brands come from? what countries’ electronics brand would you be most interested in?
Country of Brand – Automobiles
Original Country of brands
%
%
%
Korea
0
0
Japan
2
2
China
0
15
0
Germany
5
6
France
55
%
%
1
0
1
%
73
%
%
0
1
0
0
0
1
1
2
4
2
16
0
0
14
0
0
1
0
0
1
0
0
0
0
1
0
0
0
0
1
0
1
2
88
90
50
%
86
95
20
70
Italy
2
3
0
0
US
8
6
0
0
UK
3
1
0
0
1
0
0
0
0
None of above
0
0
0
0
0
1
0
0
0
Don’t Know
23
17
8
7
21
7
4
10
6
430
432
436
447
Base：
321
419
439
439
59
430
Q. Could you please indicate where these Automobile brands come from?
what countries’ Automobiles brand would you be most interested in?
Countries Seem to Set the Standard Depending on Product Category
•
•
•
•
For skincare and luxury, France sets the standard; Germany
for automobiles, and Japan for consumer electronics. A
demand for local daily consumables means that Chinese
hypermarkets are the preferred ones
– though one might argue that since our study was conducted while
the anti - Carrefour demonstrations were on, it might have triggered a
reactionary preference in favour of Chinese hypermarkets. But more on
that in a bit.
If we were to interpret the above, it is suggestive of the fact that it
is brands which create perceptions about a country, rather than the
other way around.
A favourable opinion about Sony and Panasonic pushes Japan’s
score up in consumer electronics, that BMW and Mercedes come
from Germany makes the nation the preferred one in the
automobile category, the preference for Chanel, Louis Vuitton,
L’Oreal and Lancome suggest that France is favoured in the
skincare and luxury categories.
What the next chart also indicates is that for higher priced brands,
it is foreign brands that are preferred. This is consonant with the
BCG study which shows that consumers who plan to trade up in a
category are more likely to prefer foreign brands than consumers
who said they did not plan to trade up.
Preferred Country
Skincare
%
Automobiles
%
Luxury
%
Hypermarkets
%
Korea
16
2
2
2
Japan
19
14
4
3
China
23
26
16
Germany
1
France
31
3
Italy
1
1
US
4
UK
4
12
48
62
22
3
7
10
0
13
1
0
10
9
12
6
1
1
2
1
0
None of above
0
0
1
1
0
Don’t Know
4
4
8
6
3
450
450
900
900
900
Base：
40
Consumer
Electronics
%
40
The Influence by these Nationalism Activities
•
•
•
•
•
•
Half of the respondent were prompted of nationalism– the ‘exposed’
group as we will refer to them. These respondents were asked which
brands they were likely to purchase in the near future.
The only two brands that experienced a notable drop in purchase
intention were Carrefour (37% to 30%) and Louis Vuitton (47% to
39%) – the brands against which the significant online activities had
been directed.
On the flip side, the brands that saw a rise were the Chinese
skincare brands T - Joy (23% to 30%) and Dabao (29% to 37%).
Maybe this was indeed the opportunity for Chinese brands to take
advantage of.
For the nationalists, these were easy, symbolic targets. Carrefour
could serve as a big congregation point and draw the attention of
local and international media.
For all its luxury value, how many women carried LV bags? They
could surely tuck it out of sight until the fervour died down.
And skincare brands aren’t usually used in public, so it was easy to
say that they would switch to Chinese brands. The purchase
intention of automobile brands, the most conspicuous symbol of
them all, was more or less unaffected by the prompt of nationalism.
Purchase Intention Influenced by Nationalism Activities
Hypermarkets
Top 2 boxes
Luxury
Top 2 boxes
95% level Significant test - control vs. expose
Control
95% level Significant test - control vs. expose
Expose
75
Control
75
57
50
Expose
51 51
46 46
40 40
37
43
42
38 37
50
46
55
50
47
45
42
39
38
39
39 38
39 41
30 30
30
24 25
25
0
Base:
Walmart Carrefour
432/ 429
441/ 443
25
Metro
Lotus
Tesco
Century
Lianhua
Rt-mart Trustmart
309/ 321
357/ 363
300/ 296
367/ 378
231/ 247
0
339/ 343
Base:
Louis
Vuitton
Gucci
Chanel
Versace
Tiffany
Cartier
361/ 358
256/ 240
407/ 411
292/ 290
257/ 256
205/ 204
Top 2 boxes
95% level Significant test - control vs. expose
Control
Expose
75
Skincare
50
53
56
48
51
48 49
38
40
51 50
45
43
37
30
25
25
Base:
L’Oreal
SK II
225/ 223
208/ 196
Shiseido Clinique
217/ 214
183/ 194
Olay
225/ 223
Nivea Lancome
213/ 214
208/ 204
Tjoy
225/ 223
29
25
23
21
0
29
Dabao
221/ 219
Maxam
212/ 211
Mont Blanc
293/ 294
Purchase Intention Influenced by Nationalism Activities
Consumer
Electronics
Automobiles
Top 2 boxes
Top 2 boxes
95% level Significant test - control vs. expose
Control
Expose
95% level Significant test - control vs. expose
75
Control
Expose
75
58
50
49
51
61 61
50
50
53
56
52
51
45 47
42
38
30 31
25
38 38
37 38
32
27 28
61
60
34 35
42
36
38 36
32
25
26
25
0
Base:
Renault
Citroen
Toyota
Honda
Buick
161/ 160
211/ 208
223/ 216
221/ 218
216/ 214
Hyundai Hongqi
218/ 212
219/ 213
Cherry
VW
220/ 216
225/ 222
0
Base:
Samsung
Sony
Phillips
449/ 445
449/ 444
447/ 443
Panasonic Siemens
446/ 444
446/ 439
Lenovo
Haier
LG
449/ 445
447/ 447
440/ 439
The Aftermath and Lessons to be Learned
- From a broader angle derived from our research
1. Nationalism’s impact on brands is more likely to be short - term;
but companies need to ensure that no long term damage is done.
•
•
Carrefour Asia’s sales, of which China accounts for a large majority, grew by
16.4% over the previous year in the first half of 2008. Acknowledging the impact
of the boycott, CEO Jose Luis Duran said sales in China were “strongly negative”
in April and May.
In a similar vein, Bernard Arnault, head of luxury goods firm Louis Vuitton Moet
Hennessy, told French daily Le Figaro that calls for a boycott have had “no effect”
on the firm so far. He also played down the future impact of Chinese frustrations
on his brands, which include Louis Vuitton and Christian Dior.
–
•
•
“The Chinese have a long memory and they will make us pay for a long time,” he says,
adding “Industries that rely on government contracts, such as transport and infrastructure,
are likely to feel the most impact”. Companies such as Airbus need to watch out.
Carrefour is undoubtedly better prepared for the future. But things don’t stop at
that, and they cannot afford to be complacent. To smooth ruffled feathers (and in
deference to the entire French business community which was up in arms about
the mayor of Paris conferring honorary citizenship upon the Dalai Lama),
President Nicholas Sarkozy sent a personal emissary to Beijing. Bridges had to be
rebuilt, and those relationships with the political leaders and consumers alike
need time mending.
2. Chinese companies cannot assume that the nationalist fervour will turn out
in their favour.
•
•
•
The fact that product quality emerges as the most important factor in determining
brand choice is quite significant. This concern for quality predates the tainted milk
scandal, which shook China a few months after the study was done, and is a good
example of how consumers were let down by local companies. When Sanyuan, Yili
and Mengniu, among the largest milk producers in China are found to be at fault,
to the extent of endangering (and taking) the lives of babies – and such as Gain
Plus, Similac and Dumex are found to be melamine‐free, it severely tests the
nationalists. None of the online fervour that swept China during the torch relay
was seen when the melamine scandal broke. Consumers who were only a few
weeks ago railing against multinationals now embraced them. Stocks of infant
milk formula as well as milk brands such as Anchor and Country Goodness
(international brands both) began to run low for a brief period as consumers
hoarded. Instead, the people’s ire was directed at the government as much as the
domestic companies themselves for failing to ensure product quality standards.
A separate study points out that, as Chinese consumers become increasingly
sophisticated, the role of nationalism decreases when they shop. The number of
respondents who said they only trusted Chinese brands dropped from 44% in
2007 to 30% in 2008, and in the biggest cities only 13% expressed a clear
preference for Chinese brands.
What does this tell us? The lesson in this is that when consumers spend their
hard-earned money on a brand, they are seeking a certain reassurance about its
quality and performance. No company or brand, whether local or multinational
cannot afford fall short on this count.
3. Reaction time is critical
•
In China, sometimes things happen with great speed. Contrast the reaction times
of the government between Hurricane Katrina in the US and the Wenchuan
earthquake in China. In the latter, the army was on its way within 45 minutes of
the quake striking, Premier Wen Jiabao in an hour and half (he stayed on for
nearly a month personally supervising the rescue and relief effort).
•
As for the government, so for corporations - quick reaction to an upsurge in
nationalism is critical. While on paper, companies have plans to manage crises,
most are ill equipped to deal with them. Carrefour dilly-dallied and suffered –
even in terms of employee morale during the crisis. According to inside
information, Carrefour did not have a consistent message when the media
showed up. “The headquarters did not tell the various local public relations people
what to say or respond.”
•
On the flip side, when Sharon Stone flippantly remarked that the Wenchuan
earthquake was the consequence of the bad karma that China had on account of
the Tibetan ‘crackdown’, Christian Dior pulled her off its advertising in China,
immediately. Not just that, they released a statement in which Stone apologized,
saying: “Due to my inappropriate words and acts during the interview, I feel
deeply sorry and sad about hurting Chinese people. I am willing to take part in
the relief work of China’s earthquake, and wholly devote myself to helping
affected Chinese people.”
4. Nationalism as a positive force
•
•
•
•
Because multinational brands have often been at the receiving end of a
nationalistic sentiment, it is often assumed that the sentiment is mostly used to
attack – that people are unified when there is some kind of a common ‘enemy’.
That is not true, again as the Wenchuan earthquake showed.
Can companies find a way of channelizing this positive force? The Beijing
Olympics showed that they perhaps could. For Coca Cola, the Games were a big
bet – the company executives believe that China will surpass the US as its top
market. A year before, Coke kicked off a campaign called “Year of the Shuang”, a
Chinese word to stand a physical and emotional state of refreshment. In this year,
“Coke looked for moments where the country had something to celebrate”,
explained Andres Kiger, Coke’s senior director for integrated marketing in China11.
When the Olympic torch arrived in China – after its global trials and tribulations –
Coke staged a celebration with singers and athletes and released a TV
commercial showing people across China rolling out a red carpet for the
torchbearers.
Among the Chinese companies, Yili Milk’s Olympic efforts stood out. The Olympic
sponsor company’s campaign broke in November 2007 with the slogan, “Have Me,
China Will Be Stronger.” Riding on the pre-Olympic surge in patriotic feeling and
national pride, it told the story of Yili providing nutrition and also drawing people
to support Chinaʹs teams, thereby making China a ‘stronger nation’.
Coke and Yili have been cited as the winners among the many Olympic sponsors,
and it was the feeling of nationalism that they stoked that unified their efforts.
That Yili succumbed to the tainted - milk scandal is another story.
5. In relatively low - priced categories, emphasizing the country
of origin offers no benefit.
•
•
•
Consumers typically do more planning when they buy higher priced products such
as automobiles and consumer electronics, and this brings into attention the
country of origin of the brands under consideration. Furthermore, these brands
often highlight their brand provenance because foreign brands are often
associated with better technology or design.
However, in the case of FMCGs (fast moving consumer goods), there is a huge
amount of ambiguity about brand provenance, as our own skincare and
hypermarket data reveals. This is also further ratified by the McKinsey study.
Multinational companies such as Procter & Gamble and Unilever have succeeded
in making their brands relevant to consumers in China by blending into local
culture, pricing them at par with local brands and making them widely available.
It also allows them to tide over any potential threat from a rise in nationalism.
5. In relatively low - priced categories, emphasizing the country
of origin offers no benefit. (2)
6. Investing in a corporate social responsibility program can help
•
•
Thanks to its widespread presence in many Chinese cities, Kentucky Fried Chicken
(KFC) has had to brave outbursts of nationalism, and food safety crises. Its
investment in corporate social responsibility, couple with fast action in times of
crises, has allowed the company to weather these storms.
With this kind of investment in building public goodwill, in an adverse situation, in
particular, highlighting the company’s contribution to Chinese society as part of
PR tactics not only help defuse the problem, but can help enhance brand publicity
and change consumer’s view of the brand. Companies can call upon their past
activities to remind the general public and the agitators about their CSR
(Company Social Responsibility) credentials.
Overall Conclusion
Conclusions
Research Findings
1. Awareness of all the listed activities were high and everyone knew of
the torch relay. Online is the biggest source of awareness for MSN
campaign, anti-Carrefour and anti-CNN. The ease of participation on
an online movement makes the gap between awareness and action
much smaller.
2. Awareness of the provenance of brands differed by product category,
and is often complicated by factors such as mergers, or a brand
having being around for a reasonable length of time in China, and
being successful at that.
3. Overall, Chinese brands are quite preferred among the selected
origins. And respondents from tier 2 cities shows a higher preference
on Chinese goods comparing with those from tier 1 cities. while the
most preferred country differs from categories:
Electronic: Japan
Luxury: France
Skincare: France
Hypermarket: China
Auto: Germany
4. Overall, the purchase intention is not seen great differences between
those who prompted activities vs. not prompted. But in Hypermarket
and Luxury brand choice, we do see a significant drop gap between
groups for Carrefour and Louis Vuitton. And in Skincare brand choice,
Chinese brands seem to be more considered.
Conclusions
The Aftermath and Lessons to be Learned
1. Nationalism’s impact on brands is more likely to be short-term; but
companies need to ensure that no long term damage is done.
2. Chinese companies cannot assume that the nationalist fervour will
turn out in their favour.
3. Reaction time is critical
4. Nationalism could be used as a positive force
5. In relatively low-priced categories, emphasizing the country of origin
offers no benefit.
6. Investing in a corporate social responsibility program can help shield a
corporation against nationalistic activity.
References
References
1.
Definition of nationalism http://en.wikipedia.org/wiki/Nationalism
2.
Simon Elegant: Why is China Burning Mad? Time Magazine, May 5 2008
3.
Foreign brands or Local Brands in China: Rationalism trumps Nationalism. Boston
Consulting Group, June 2008
4.
Carrefour profit rises in 1H, affirms sales target http://www.aol.in/newsstory/carrefour-profit-rises-in-1h-affirms-salestarget/2008082909470001317059/index.html
5.
Francophobia: French companies in China. The Economist, September 25 2008
6.
Ian St. Maurice, Claudia Sussmuth-Dyckerhoff and Hsinhsin Tsai: What’s new
with the Chinese consumer. McKinsey Quarterly, October 2008
7.
Crisis Management At Carrefour http://zonaeuropa.com/20080428_1.htm
8.
Dior drops Sharon Stone from its China ads for Tibet remark
http://www.iht.com/articles/2008/05/29/business/29lux.php
9.
Sichuan earthquake: Tragedy brings new mood of unity
http://www.guardian.co.uk/world/2008/jun/10/chinaearthquake.china
10. Coke paints Beijing red for Olympic Games
http://www.ajc.com/business/content/business/coke/stories/2008/07/19/cokeoly
mpics_0720.html
Thank you!
Contacts:
Ogilvy & Mather China
Executive Director Discovery
[email protected]
+86 21 2405 1900
Millward Brown ACSR
Sandeep Budhiraja, Group Account Director
[email protected]
+86 21 2321 3315