China: Roadmap to Opportunity Recognition 中国：机遇识别路线图

Many China-based companies miss out on the domestic market because they are unaware of, or do not know how to leverage, opportunities on their own doorstep.

许多位于中国的公司错失国内市场，因为他们并没有意识到或不知道如何利用自家门口的机会。

For foreign manufacturers and service providers already located in China, the domestic market often represents a huge, and frequently missed, opportunity. However, understanding where the opportunities lie, how to access them, and the cultural and policy issues involved, can be extremely daunting and frustrating. Expanding into this market successfully can appear to be an almost impossible challenge to any company with limited, or no, experience of doing direct business there.

?对于已经进驻中国的国外制造商和服务提供商来说，国内市场通常是一个巨大的却容易被忽视的市场。然而，了解自己的机会在哪里，如何利用这些机会，以及其他所涉及的文化和政策问题，可能是极其困难的。对任何一家缺乏足够经验的企业来说，要成功地开拓中国市场几乎是一个不可能的挑战。

Many China-based businesses certainly would like to be able to expand directly into the Chinese domestic market and are often very aware, through their existing third party arrangements with Chinese partners, that there exists a large untapped market for them if they can reach local customers directly.

许多进驻中国的国外企业希望通过与中国合作伙伴之间现有的第三方协议直接进入中国市场，并直接接触到当地客户以获取巨大的未开发市场。

A client of ours, a foreign automotive parts manufacturer based in Jiangsu and looking to expand locally, is a good case in point. Despite having a well-established manufacturing plant, respected product range, and operating successfully for many years, they still export 95% of their total output overseas. The remaining 5% is distributed through a network of local partners and JVs – they have secured no direct clients in the Chinese market.

以我们其中一个客户为例：一家位于江苏的国外汽车零部件制造商希望在中国扩张市场。该客户拥有完善的制造工厂、受人尊敬的系列产品以及多年的成功运营经验，但他们95%的产量为海外出口，剩下的5%则通过当地合作伙伴和合资企业的网络进行分销——他们在中国市场直接客户。

When looking at the potential of the Chinese market, the value of locally based business intelligence cannot be overstated. Only by using a local, not an internationally based, organisation can a business get on the ground information from professionals who can help it find the answers it needs.                                 

从中国市场的商业潜力来看，本土商业咨询价值更大。只有通过中国市场本土的咨询机构，而非海外的咨询机构，企业才能获得最符合本土市场的有效信息，这些信息可以帮助企业找到所需的答案。

It is important to realise that the information required to make an informed decision is not just based on the available data alone. The scope of the exercise requires a much wider understanding of the marketplace, including such diverse issues as: local culture, cross-cultural comparisons, regulatory environment, competitors, and potential local partners and distributors.                                             

此外，更要认识到作出明智决策所需的信息不仅仅是基于现有数据，更要对市场有广泛的了解，包括对当地文化、跨文化对比、监管环境、竞争对手以及潜在的当地合作伙伴和分销商有深入的了解

In such a situation, a locally based team of combined Chinese and foreign professionals is best placed to both thoroughly address the needs and concerns of the client, and also to be able to penetrate the market in sufficient depth and detail by leveraging local connections and resources. Additionally, because such a team can truly understand the requirements of both sides involved in the project, they can ensure that it is totally customised to the client’s desired outcomes.                  

在这种情况下，一支由中外专业人士组成的本土咨询团队最能帮助客户解决需求。一方面，这样的团队能够利用本土关系和资源，充分深入和详细地打入市场；另一方面，也能够真正了解项目的需求，并确保项目完全按照客户的期望来定制。

Market intelligence leading to opportunity recognition

市场情报能更好的发现机会

The initial processes can be broadly divided into four quadrants; representing different time periods and somewhat resembling Donald Rumsfeld’s famous quotation about ‘knowns / unknowns’:

·      Knowns – what we think we know, i.e. potential opportunities (past and present time)

·      Unknowns – what we think we do not know (past and present time):

·      Known Unknowns – aware of not knowing (future time)

·      Unknown Unknowns - unaware of not knowing, i.e. new opportunities (future time)

初始过程大致可分为四个象限；代表不同的时间段，有点像唐纳德·拉姆斯菲尔德关于“已知/未知”的名言：

·       已知的 -我们认为我们知道的，即潜在的机会（过去和现在） 

·       未知的 -我们认为我们不知道的事情（过去和现在）：

·       已知的未知 -意识到不知道（未来时间）

·       未知的未知 -没意识到不知道，新的机会（未来时间）

These points are then further developed in two consecutive stages:

然后将这些要点进一步提炼成两个连续的阶段：

      I.         Roadmapping – planning the way ahead (Knowns / Unknowns)

    II.         Research & Opportunity Recognition - discovering the future way ahead (Known Unknowns / Unknown Unknowns)

I．路线图–规划未来之路（已知/未知）

II．研究与机会识别-发现未来之路（已知未知/未知未知）

PART I: Roadmapping – planning the way ahead

第I部分：路线图——规划未来之路

A roadmap, as the name implies, is the essential baseline for the path ahead; clarifying and ensuring that the necessary prerequisites for an organisation are in place internally, prior to setting out on the journey, and adaptive to changing conditions along the route.

顾名思义，路线图是未来道路的基本线路；阐明并确保企业在出发前内部已具备必要的先决条件，并同时能适应沿途外部情况的变化。

Before initiating the roadmap phase, an organisation should examine itself carefully and honestly, in respect to the following considerations for market expansion:

在开始路线图阶段之前，企业应该仔细并诚实地审视自己，对关于市场拓展进行以下考虑：

·      Approach / Attitude - what priority does the company, or division, place on new market business expansion?

·      Experience / Resources - does the company and its key players have the right experiential resources to succeed?

·      Goals / Capabilities - do the company's goals and capabilities align with the target market opportunity?

·      Flexibility / Agility - is the company willing to adapt to new ways of doing business?

·      Governance / Application - will the company's legal, ethical and policy standards allow for success in the local environment?

·      Risk / Reality - does the company's corporate culture accept ambiguity / risk in its projections for new initiatives? 

·      Commitment / Perseverance - is the company willing to persevere if / when market conditions become difficult?

·       方法/态度-公司或部门将新市场业务拓展放在什么优先位置？

·       经验/资源-公司及其主要参与者是否拥有成功的经验资源？

·       目标/能力-公司的目标和能力是否与目标市场机会一致？

·       灵活性/敏捷性-公司是否愿意适应新的经营方式？

·       治理/应用-公司的法律、道德和政策标准是否允许在当地环境中取得成功？

·       风险/现实-公司的企业文化是否接受新计划预测中的模糊性/风险？

·       承诺/毅力-如果/当市场环境变得困难时，公司是否愿意坚持？

The roadmap itself has a series of components:

路线图有一系列因素：

Primary Components include: Vision (how the company sees itself, its products and how it likes to do business), Business Objectives (what it would like to achieve), Timeframes (when it would like to achieve various goals), Themes (methodologies to achieve these goals), Disclaimer (acknowledgement that plans and situations can, and will, change in light of new discoveries and information).

主要因素包括：愿景（公司如何看待自己、产品以及如何开展业务）、业务目标（公司希望实现的目标）、时间框架（公司希望实现各种目标的时间）、主题（实现这些目标的方法）、免责声明（承认计划和情况可以并且将会根据新的发现和信息而改变）。

Secondary Components will include: Theme Delivery Features and Solutions (specific features, outcomes and offerings from methodologies), Stage of Development (where the organisation currently is with products / services and planning), Confidence (how confident the organisation is of success in the new market venture, and why), Target Customers (who the organisation currently sees as potential customers), Product Areas (specific products and services to take to market). In addition, there can be complementary information specific to the organisation, as well as an overview of the project as seen at outset.

次要因素将包括：交付的主题特征和解决方案（方法的具体特征、成果和产品）、发展阶段（企业目前拥有产品/服务和规划）、信心（企业对在新市场风险中取得成功的信心程度以及原因），目标客户（企业目前视为潜在客户有哪些）、产品领域（要推向市场的特定产品和服务）。此外，可以有企业特定的补充信息，以及从一开始就能看到的项目概述。

The roadmap must also embed a series of overarching criteria to be a success:

路线图还必须嵌入一系列标准才能获得成功：

Does it:

·      Put the organisational plans in a strategic context?

·      Focus on delivering value to both customers and the organisation?

·      Embrace a culture of continuous learning?

·      Unite the organisation around a single set of priorities?

·      Get (potential) customers excited about the product and its direction?

它是否：

·       把企业计划放在战略背景下？

·       同时为客户和企业提供价值？

·       接受持续学习的文化？

·       围绕一系列优先事项来统一企业？

·       让（潜在）客户对产品及其方向感到兴奋？

Is it:

·      A set of promises the team is really able to deliver on?

·      Mostly a continuation of existing ideas, plans and figures?

·      Not designed to be either a product release plan, or a project plan?

它是否：

·       是一系列团队真正能够实现的承诺？

·       是现有思想和计划的延续

·       不是产品发布计划，也不是项目计划？

PART II: Research & Opportunity Recognition - discovering the future way ahead

第II部分：研究与机遇识别——发现未来的道路

After having collected past and present information to create the Roadmap baseline overview, the concluding stage, Research and Opportunity Recognition, then focuses on future pathways for a business.

通过收集过去和目前的信息，创建了路线图并完成研究和机会识别之后，则应当重点关注企业的未来路径。

A)   Market Research - an overview specific to the client’s business

市场调查：针对客户业务的概述

Environment Overview - understanding the macro environment related to the business, to get a big picture of China and the Chinese market - but only macro information that is directly relevant to the business and its sector:

环境概述-了解与业务相关的宏观环境，以了解中国和中国市场，且仅针对与客户业务直接相关的宏观信息。

Environmental Scanning - collecting relative authoritative data from Chinese sources to understand the macro environment accurately and quickly. According to client points of interest and questions, gaining understanding of the Chinese market based on a target market specific PESTEL model.

环境扫描-收集中国的权威数据以准确和快速地了解宏观环境。根据客户的兴趣点和问题，采用PESTEL模型以了解在客户所关注的特定市场。

External Factors Analysis - based on authoritative data, analysis and forecasting of macro environment trends. Understanding the correlation between different markets, or to establish an evaluation index, by using quantitative analysis.

外部因素分析-基于权威数据，对宏观环境的趋势进行分析和预测。通过定量分析，了解不同细分市场之间的相关性，或建立评价指标

Internal Factors Analysis - qualitative analysis focusing on the reasons why things have happened. Exploring reasons behind changes to the macro environment, understanding the advantages and disadvantages of these changes, or evaluating the potential of the Chinese market from an investment perspective.

内部因素分析-定性分析着重于事情发生的原因。探索宏观环境变化背后的原因，了解这些变化的利弊，或者从投资角度评估中国市场的潜力。

Policy Analysis - predicting future development trends of the market by interpreting policies related to the business in recent years; assisting clients to build strategic and marketing plans in a new market:

政策分析-通过解读近年来和业务相关的政策，预测市场未来发展趋势；协助客户制定新进市场的战略和营销计划。

Backtracking - understanding why policies were initiated - whether to resolve issues, or to avoid issues arising. Knowing the reasons behind policies is as important as understanding the policies themselves. Background reasons help build business with a healthy and viable foundation:

回溯-了解政策颁布的原因-是为了解决问题，还是为了避免出现问题。了解政策背后的原因与了解政策本身同样重要。回溯背景原因有助于帮助企业构建一个健康的基础。

Effectiveness Evaluation - types of policy effecting the industry. After policies are initiated, what has changed? How effective are they? Are any other areas influenced? What are the unintended effects of these policies? Before launching in the Chinese market, it is crucial to know and follow the rules there. Full understanding of the effects of policies help in making sound business decisions and avoiding unnecessary risk.

有效性评估-影响该行业的政策类型。政策颁布后，发生了什么变化？政策的影响力有多大？其他行业是否受到影响？这些政策的意外影响是什么？在进入中国市场之前，了解并遵循中国市场的规则至关重要。充分了解政策的影响力有助于企业做出正确的商业决策，避免不必要的风险。

Market Review - understanding market size, industry trends, product changes, competitor strategies and marketing; to identify the optimal position for the client’s business in the market:

市场回顾-了解市场规模、行业趋势、产品变化、竞争对手策略和市场营销；明确客户业务在市场中的最佳位置。

Market Trends - understanding market size and market trends from a macro perspective can identify if the market is big enough, and has enough potential, for the business. Understanding market changes from a micro level helps in assessing market vitality and short-term impacts (e.g., COVID-19) .

市场趋势-从宏观角度了解市场规模和市场趋势，可以确定市场是否足够大，是否有足够的潜力。从微观层面理解市场变化有助于评估市场活力和短期影响（如COVID-19）。

Market Drivers - generally including unit change, price change, new product and consumption structures. Together these decide changes to the whole market and understanding them assists in knowing the reasons behind market trends.

市场驱动因素-一般包括销量变化、价格变化、新产品和消费结构。这些因素共同决定了整个市场的变化，了解这些变化有助于了解市场趋势背后的原因。

Competitiveness - clarifying competitor positioning and discovering their strengths and weaknesses. Finding the optimal position for the business by understanding these factors and leveraging client strengths against competitor weaknesses to win in the market.

竞争力-明确竞争对手的定位，发现他们的优势和劣势。并通过利用客户自身的优势以及竞争对手的劣势，以找到客户在市场中的最佳位置，并赢得市场。

Customer Analysis - listening to customer voices and understanding the different characteristics among diverse consumer groups. The customer is king - winning the hearts of customers before winning their business:

用户分析-倾听用户的声音以了解不同消费群体的不同特点。客户为王-赢取客户的心，然后再赢取他们的业务。

Social Listening - hearing the voices of customers on social media and gaining opportunities to understand positive or negative reviews, customer preferences, and interests. Intelligent use of social listening allows for both business growth and brand reputation improvement.

社交聆听-在社交媒体上聆听用户的声音，了解用户正面或负面的评论，以及用户的偏好和兴趣。明智地利用社交聆听可以促进业务增长并提升品牌声誉。

Customer Segmentation - in any industry sector, consumer groups may be widely diverse. Identifying the differences in characteristics among consumer groups facilitates use of effective customised approaches to reach different groups:

客户细分-在任何一个行业，消费者群体都可能千差万别。识别不同消费群体的特征差异有助于使用有效的定制方法来接触不同的群体。

Consumer Profile - including pain points, interests, buying patterns, and demographic characteristics. Building a customer profile will help run better marketing campaigns that, in turn, increase profits. Accurate information can help decide which strategies to implement, and which to avoid.

消费者画像-包括痛点、兴趣点、购买模式和人口特征。建立消费者画像将有助于开展更好的营销活动，进而增加利润。准确的信息可以帮助决定实施哪些策略，或避免哪些策略。

B) Opportunity Recognition - identifying key points to make the business successful

机会识别-确定业务成功的关键点

Competitive Advantage - not only to understand the external market, but also to fully understand the client’s own products – in order to identify optimal positioning. What is the client’s own super weapon to win business in a new market?

Understanding and combining internal and external information can identify the best position for the client’s business in China. This not only mitigates the risks of entering a new environment, but also increases efficiency when operating the business:

竞争优势-不仅要了解外部市场，还要充分了解客户自己的产品——以确定最佳定位。客户在新市场赢得业务的超级武器是什么？了解并结合内部和外部信息可以确定客户在中国业务的最佳位置。这不仅降低了进入新环境的风险，而且提高了业务运营的效率。

Full Internal Scan - fully analysing the strengths and weaknesses of the client’s own  products and services, such as quality, uniqueness, design, and price.

完全内部扫描-充分分析客户自身产品和服务的优缺点，如质量、独特性、设计、价格等。

External Overview - finding business opportunities from the macro economy and micro markets.

外部概述-从宏观经济和微观市场中寻找商机。

Consumer Targeting - combing feedback from a large number of general customers and a smaller number of representative customers - to find target consumers. Showcasing client products directly to consumers, to get the most authentic feedback:

寻找目标消费者-梳理大量普通客户和少量代表客户的反馈——寻找目标消费者。直接向消费者展示客户产品，以获得最真实的反馈。

Customer Reviews - researching general customer reviews of similar products and services, to gain insight about customer preferences.

客户评论-研究类似产品和服务的一般客户评论，以了解客户偏好。

User Interviews - interviews and conversations with representative users, to explore the characteristics of target users’ buying behaviours, concept preferences and improvement suggestions.

用户采访-与具有代表性的用户进行访谈和交谈，探讨目标用户的购买行为特征、概念偏好和改进建议。

Quantitative Surveys - understanding customer evaluations of client products. Surveys will include product concept, selling points, and price.

定量调查-了解客户对客户产品的评价。调查将包括产品概念、卖点和价格。

Product Layout - expanding product layout by price segments and customer segmentation, to win more customers and maximise revenue:

产品布局-通过价格细分和客户细分扩大产品布局，以赢取更多客户并实现收入最大化。

Product Portfolio by Price Segment - understanding both products and target customers allows for breaking down product portfolios at multiple price segments, and meeting the needs of different people and scenarios. Not just focusing on one price segment, but laying out products in multiple price segments.

按价格划分的产品组合-了解产品和目标客户可以将产品组合分解为多个价格段，并满足不同人群和场景的需求。不仅只关注一个价格段，而是在多个价格段中布局产品。

Product Portfolio by Customer Segmentation - launching different product portfolios for corresponding customer segments, by using consumer profiles. For each product or service, identifying groups of people with completely different characteristics who are interested.

按客户群体划分的产品组合-通过使用消费者画像，为相应的客户群推出不同的产品组合。针对每种产品或服务，识别出具有完全不同特征的人群。

Application Scenarios - gaining customers from existing scenarios and developing customers from subdivided, potential, and undiscovered scenarios:

应用场景-从现有场景中获取客户，从细分、潜在和未发现的场景中开发客户。

Existing Scenarios - the primary battleground for the business. Promoting the advantages of client products to attract consumers in existing scenarios.

现有场景-业务的主要战场。提升客户产品的优势，在现有场景中吸引消费者。

Subdivided Scenarios - products can be promoted in subdivided scenarios. Through understanding of these, promotion to niche groups is possible.

细分场景-产品可以在细分场景中进行推广。通过了解细分市场，对小众群体进行推广成为可能。

Potential Scenarios - by communicating with users, identifying opportunities for client products in new scenarios that you were previously unknown.

潜力场景-通过与用户沟通，识别在以前未知的新场景中使用产品的机会。

Undiscovered Scenarios - proactive development of new application scenarios can assist products in attracting wider groups of undiscovered customers.

未被发现场景-主动开发新的应用场景可以帮助产品吸引更多未被发现的客户群。

Beyond Opportunity Recognition 除了机会识别之外      

At the conclusion of the Roadmapping and Research & Opportunity Recognition stages, it can then be possible to supply the client with an initial list of identified and qualified opportunities; set against their pre-agreed parameters.

在“路线图”和“研究与机会识别”阶段结束时，我们将可以为客户提供初步的有效市场机会报告。

Regardless of the nature of a project, our team at BM Consulting (Shanghai) always adheres to the three following service criteria:

无论项目性质如何，我们拓堡（上海）企业管理咨询的团队始终坚持以下三个服务标准：

·      Expertise – qualified staff with experience of the project’s market.

·      Data – current, market specific, local data.

·      Methodology – i) Quantitative: sales data (market results), social listening data (market demand), ii) Qualitative: benchmarked standards and processes.

·       专家-具有项目市场经验的专家。

·       数据-及时的，特定市场的本地数据。

·       方法论-定量-销售数据（市场结果）、社交聆听数据（市场需求）；定性-基准标准和流程。

Please feel free to contact us for more information and a FREE initial consultation:

请随时联系我们以获取更多信息和免费的初步咨询：

WeChat: sdcorrigan07 Email: [email protected] / [email protected] Website: https://en.bmconsulting.cn

微信：sdcorrigan07 邮箱：[email protected]；[email protected] 

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