Three decades after the beginning of China’s opening and reform, the stories of Western companies struggling and often failing to enter the Chinese market due to a lack of understanding of local characteristics have become commonplace. But now that more Chinese companies are seeking to “go out” and expand their brands globally, the same can increasingly be said for the opposite side of the coin.
How can Chinese business executives and investors, running small- to mid-sized companies, successfully enter potentially lucrative North American markets? How can they prepare an effective market strategy, and thus save time and money while achieving their growth aims?
To begin, there are a number of misplaced assumptions and tendencies that will hinder the implementation of an effective market entry. Here are just a few of these all-too-frequently occurring mistaken beliefs and practices.
In a developed consumer economy like the U.S. or Canada, offering products that compete on low price alone is no guarantee of success. North American markets are mature, and the buyers and distributors are demanding and sophisticated. Effective marketing and branding efforts are paramount even for products with great value.
Many Chinese investors sink their resources into over-saturated, high cost markets like New York and California without a solid business case for doing so. For an example of contrast, consider second- and third-tier markets such as those in the American Midwest.
Many Chinese executives may be unaware that an estimated 80 percent of U.S. markets are within an eight-hour drive of Ohio. Ohio is strategically located near Chicago, Buffalo and Pittsburgh. Also, warehousing and real-estate costs are lower in these geographic areas.
Perhaps not too surprisingly, management will often do all of their preliminary research on target markets at headquarters in China, where access to databases about customer demand and buying habits may be limited or inaccurate. Results will likely be superficial and invalid.
There is no substitute for research done on the ground.
For the U.S. market in particular, there is no substitute for research done on the ground, with direct access to customers and prospects through telemarketers, focus groups, even webinars. Taking the extra step to acquire local information is well worth the investment.
Having identified many of the challenges that Chinese companies face in going abroad, what are some steps that they can take to succeed in the North American marketplace? Below are a few.
Use market research as a basis for creating brand “awareness.” This will help ensure your North American brand is one built on strength and durability.
There are numerous opportunities in North American markets for small-to-medium-size Chinese companies that offer niche products and services that satisfy true need, and can sell and service those products and services with the highest professional commitment possible. In the Midwest, this is especially true in the fields of health care, alternative energy and the auto aftermarket.
Chinese executives and investors, as well as other foreign executives and investors, must prepare and realize there are local resources available and willing to assist them every step along the way. After all, establishing win-win cooperation with local stakeholders is a key factor in the success of any company seeking to expand globally.