在中國大陸的數碼產品銷售排行榜上，除數碼相機外，其他日系產品均排在末位甚至難上排行榜，讓中國與韓系產品獨領風騷。日本手機更是被趕出中國大陸市場！以技術性能著稱于世的日本數碼產品為什么在中國大陸的銷售難盡人意？讓我們嘗試從中日韓三國的文化背景和思維差異來探討這一技術問題。
中日韓三國，均地處東亞地區，同屬“漢字文化圈”，具有同質或近似的文化遺產，共同承襲了發源于中國的儒家文化，在過去的歷史時期和很多領域一直保持著相互交流和友好往來。進入近代以后，面對西方文化的浸入，三國出現了不同的反響，尤其隨著全球化潮流蔓延，三國在技術發展與產品營銷方面出現了截然不同的走勢。
韓國成功＝文化營銷＋投資
沒有人否認，產品銷售的背后有深刻的文化因素，目前在中國，如果做個調查，你會吃驚地發現幾乎每個家庭都有一個人熱衷于韓劇！很多家庭成員對韓劇如數家珍，對劇情了如指掌。而巧合的是，在上世紀80年代中期，中國家庭熱衷于觀看日本連續劇，當時的《血疑》、《排球女將》和《姿三四郎》等電視連續劇在中國可謂舉國熱播，人人爭相觀看，當時，正式電視機嶄露頭腳的時代，因此，毫無懸念，日本的索尼、東芝、三洋等電視機在中國熱銷。
而今，韓劇熱播中國，巧合的是，韓國數碼產品熱銷中國，韓國三星、LG等數碼產品成為中國消費者的最愛，數據顯示，2004年，三星集團在華銷售額達到100億美元，2006年，三星電子全球總銷售額為634億美元，其中，在華銷售額達到297億美元。2007年，三星集團在華銷售超過360億美元，增幅20％！同時，三星也加大了在中國的投入，目前，三星在華投資已經超過60億美元！僅僅3年時間，三星集團在華銷售就增長了260％！
30多年前，三星集團是為日本三洋代工黑白電視機一個小廠，1988年，在成為漢城奧運會贊助商后，三星從此踏上文化營銷的道路，而三星也一躍從不知名的小品牌變成國際知名品牌，三星從此摘掉低端帽子，躍居高端電子設備制造商行列。這其中，除了三星努力創新，提升技術含量外，文化營銷起了很大的作用。
韓劇熱播中國，不但將韓國文化傳播至中國，在一定程度上提升了韓國數碼產品品牌，更對韓國手機、MP3、數碼相機等產品加強了營銷。一個很有意思的現象是，中國互聯網上經常有消費者對韓劇中主人公使用的手機進行分析，無形中對手機銷售起了推廣作用。這個網頁（http://info.china.alibaba.com/news/detail/v3000100-d1002942597-p1.html）就對韓劇中使用的三星手機進行了分析。《我的名字叫金三順》男主角三石使用的一款三星SCH-B100。
除了文化營銷外，韓國企業在華加大投資建立和中國政府緊密的關系也起到一定的作用，目前三星集團已經在華投資超過60億美元，在華設立的機構有28家生產線，30家營銷法人，雇傭員工數量達到5萬4千多人，業務涉及電子、金融、造船、服裝和貿易等諸多領域。而相反，日本企業在華投資還在持謹慎態度，日本貿易振興機構北京代表處首席代表柴生田敦夫近日在北京表示日本企業認為在中國投資主要存在三大問題：第一是法律制度的不完善以及運用方面的問題；第二個是知識產權保護方面的問題；第三個是稅務風險的問題。這三個問題占回答問卷企業的比例分別是：59.9%；59.2%，33.2%。
中國的成功＝開放的心態＋成本創新
1434年，明朝的皇帝解散了鄭和率領的船隊，結束了海上貿易，開始閉關鎖國。從此，一個全球第一大經濟實體走向衰落，在西方國家開始第一次、第二次工業革命的時候，中國一直在戰亂和動蕩中徘徊。1978年，這個龐大的農業大國開始了改革開放，而且選擇的道路是從農村到城市，2001年，中國加入WTO，從此，中國開始大規模市場開放，開放程度甚至超過日本和韓國，2006年，中國一躍成為全球第三大貿易國。
也許談得有點跑題，但是，我們不能否認，完全開放的心態是中國數碼產品營銷成功的原因之一，因為開放，本土制造商可以放棄自己的固有思維，可以虛心地學習歐美日韓廠商先進的設計技術和開發經驗，可以認真地去了解用戶的需求，而這些，在日韓廠商中是不多見的。
中國廠商另一個重要的成功因素是成本創新！光有開放的心態還不夠，中國廠商的絕活就是成本創新！在日益扁平的世界中，中國廠商可以方便地將外國的新技術和本土消費者的需求結合起來，例如海爾公司推出了可以洗地瓜的洗衣機。但這還不夠，中國廠商可以用低成本的方式來生產所創新的電子產品。
2007年，中國的“山寨手機”銷量達到近2000萬部！同樣配置的日韓手機，在中國售價如果在3000元左右，如果被“山寨”后，其售價僅為400 元左右！這是很多歐美日韓企業難以想象的，“中國企業為什么可以造出如此低成本的手機？”很多人認為是偷工減料，其實不然。中國制造商推出的酷似 iphone的“桔子”手機。
據很多山寨機用戶反映，山寨機使用和品牌機差別并不大，而且隨著數碼產品生命周期不斷縮短，花大價錢買高檔機的做法已經逐漸被大多數人放棄，很多人追求的性價比，這正是中國數碼產品制造商成功的精髓。
曾鳴教授在《龍行天下――中國制造未來10年新格局》（英文名：Dragons at your door）一書中指出：“中國的的自主創新更多是通過應用型技術創新實現性價比的飛躍，以低成本的方式進行技術創新，以技術創新的方式降低成本，這將成為未來全球競爭的核心！”
毫無疑問，中國制造商找到了改變競爭格局的法寶，全球的競爭規則已經改變，中國制造商與時俱進的心態讓他們抓住了這個變革帶來的機遇。
日本的敗北，如何才能成功？
提起日本電器，全世界消費者的第一感受是性能一流！這是日本企業多年在質量精益求精、追求卓越的結果，很可惜，這也日本數碼產品敗北的一個原因。因為就消費群體而言，只有極少數人追求高質量高性能，大多數人追求的是性價比。這和以前的產品價值觀相比已經大相徑庭。
隨著集成電路技術的飛速發展，IC的集成度和可靠性日益提高，和以前分立產品的數碼設備相比，目前數碼產品的壽命大大延長，甚至很多產品還未出現質量問題就被淘汰甚至被遺棄，這樣一味地追求質量而忽視性價比就實際上與中國消費者的需求南轅北轍了。所以無怪乎在中國的數碼產品消費中，只有索尼等幾家公司的產品在高端產品上占據一定的名次。
但是，歷來高端消費者總是少數，所以在MP3整體消費排行中，日本企業的MP3被踢出了前10。
除了要改變對產品價值取向外，日本企業另一個敗北中國市場的原因是不了解中國用戶的需求。日本的數碼廠商很少認真了解中國消費者的群體分布以及需求分析，也缺少明確的目標消費群體，韓國手機可以瞄準中國喜歡韓劇的白領一族，中國的山寨機瞄準希望享受高科技的農村群體，而日本數碼產品的目標群體在哪里呢？
當然，文化因素也是日本企業敗北中國市場的一個重要因素，由于近代中日兩國的恩怨，中國民眾在消費電子產品時，也會考慮產品的產地。往往在日本政府參拜靖國神社后，中國市場就會發生大規模的抵制日貨活動，這樣也影響了日本產品的銷售。
不過，經過“5.12大地震”后，很多中國國民對日本政府和企業積極的援救行動給予了高度贊許和肯定，中日民眾之間的隔閡也因此大為緩和。
奧美中國與華通明略于近日發布的名為《中國的民族主義及其對品牌的影響》的研究顯示，奧運前后在中國出現的民族主義情緒高昂，將會對品牌營銷者帶來前所未有的挑戰。他們的調查發現中國大陸84%的受訪者表示他們從現在起會購買更多的中國品牌。
那么，日本數碼制造商該如何在中國成功？首先，除了日本政府要加強彌合消融兩國的積怨外，日本企業應以開放的心態加強和中國企業的合作，將日本企業的頂尖技術帶到中國，另外，在數碼產品的研發上，選定中國特定的消費群體，了解他們的真正需求，畢竟，日本企業有多年優秀的工業設計沉淀，把這些需求和工業設計結合，必定可以推出受到目標群體推崇的數碼產品。08年在日本廣受歡迎的夏普手機決定重回中國市場，但愿日本的數碼產品能在中國市場迎來新的發展機遇。
作者簡介：張國斌，電子創新網CEO，曾經擔任中國知名電子媒體《電子工程專輯》網絡版主編，撰寫過大量關于中國半導體產業分析的文章。
2010-01-04
Seven businesses to look out for in 2010
In January of 2008, dreading the idea of a cliche "prediction" post, I wrote a post that attempted to somewhat humorously outline seven businesses that would result from the then nascent cloud computing movement. As I look back at that post this year, I'm surprised to find myself thinking that most--if not all--of these should appear in one form or another in the coming year.
Here's the list, with my updated commentary from this year in italics:
1.SaaS<-->Enterprise data conversion practice: All those existing enterprise apps will need to have their data migrated to that trendy new SaaS tool; and should anyone actually decide they hate their first vendor, they'll be spending that money again to convert to the next choice. Perhaps they'll even get fed up and return to traditional enterprise software. Easy money.
This item was confronting the unfortunate truth that most SaaS options are built on proprietary (or "single platform", in the case of open source) database schemas. That fact alone means that getting enterprise data out of that highly customized on-premise HR application and into the cloud will take some real technical skill, as will changing or reversing that decision. I still believe that this will be a major portion of systems integrator revenue around SaaS adoption, especially for "commodity" functions like HR and finance.
2.Enterprise Integration as a Service: No matter how much functionality one SaaS vendor will provide, it will never be enough. Integration will always be necessary, but where/how will it be delivered? Go for the gold with a browser based integration option. Just figure out how to do it better/cheaper/faster than force.com, Microsoft, Google, Amazon, etc...
There have been some good attempts at moving EAI into the cloud (see Boomi(http://www.boomi.com/)), but I think this is the year that we will see enterprise class offerings from IBM, Microsoft, and others make their debut. I also wouldn't be surprised if Amazon or Salesforce.com didn't have something up their sleeves here. It's just too important a platform to ignore.
3.SaaS meter consolidation service: Given the problem stated in number two above, who wants five or six bills where its impossible to trace the cost of a transaction across vendors? Provide a single billing service that consolidates the charges of the vendor stable and provides additional analytic capabilities to break down where costs and revenues come from. Then get ready to defend yourself against the data ownership walls put up by those same vendors (see four below).
This is probably the offering I am least sure will appear in 2010, but there are some signs that people understand the challenge. If you have an application with its front end running on Google App Engine, its business logic on Force.com, and its data analysis on Amazon Web Services, will there be a way to track the costs of that application through a single invoice? I'd like to think the telecoms have an advantage here(http://news.cnet.com/8301-19413_3-10310644-240.html), but they seemingly remain blind to it.
4.(Cloud) Customer litigation practice: Given the example of Scoble's experience with Facebook, there are clearly a lot of sticky legal issues to be worked out about "who owns what." Ride that gravy train with litigation expertise in data ownership, vendor contractual obligations and the role of code as law.
As 2008 began, Robert Scoble had his Facebook account shut down for running an automated script to harvest his social network data from that service. The uproar that followed demonstrated one of the truly sticky subjects of cloud computing: who owns and governs the data residing in a public cloud service?
Unfortunately, that question remains unanswered, leaving me to believe there are still a few landmark court cases yet to appear in U.S., EU, and worldwide courts. Of course, today I would probably add cloud malpractice litigators to the mix...
5.SaaS industry (or SaaS customer) data ownership rights lobbyist: Given 4 above, each industry player is going to want their voice in Congress to protect/promote their interest. Drive the next set of legislation that screws up online equality and individual rights.
While some would argue with me, I think there is a huge policy battle around cloud waiting in the wings, and I know for a fact that several large cloud providers are already lining up lobbyists to drive policy beneficial to their businesses. I am not yet aware of consumer or enterprise focused lobbying, but I believe strongly it is only a matter of time.
6.Sys Admin retraining specialist: All those sys admins who will be out of work thanks to cloud computing are going to need to be retrained to monitor SLAs across external vendor properties, and to get good at waiting on hold for customer service representatives.
In point of fact, "retraining" of sys admins is already happening, though mostly through a combination of voluntary experimentation with cloud services, active projects, and the effects of virtualization on the data center. However, new technologies that make the cloud hum for a sys admin, like Puppet(http://reductivelabs.com/products/puppet/) and Chef(http://wiki.opscode.com/display/chef/Home), will introduce opportunities to offer courses in advanced applications. Add to this the training in architectures and operations that developers now require to really excel at cloud computing, and you have a terrific business opportunity.
7.Handset recycling services: The rate at which "specialized" hardware will evolve will raise the rate of obsolescence to a new high. Somebody is going to make a killing from all those barely used precious metals, silicon, and LCD screens going to waste. Why not you?
Of course, there are already a variety of charities(http://www.phonescoop.com/articles/article.php?a=29&p=1359) and businesses(http://recyclemycellphone.org/) playing in this space. However, two facts are important to note: much of the charity work benefits developing countries, and the rate of obsolescence for cell phone technology hasn't slowed one iota.
Don't get me wrong. I'm not predicting that these businesses are a shoe-in. On the contrary, I think the form that ANY of these businesses take will likely surprise most of us. However, as I look ahead at 2010, it's amazing to me how many of the unsolved problems of 2008 are only just now getting addressed. To those of you addressing them, good luck in 2010.
James Urquhart is a seasoned field technologist with almost 20 years of experience in distributed systems development and deployment, focusing on service-oriented architectures, cloud computing, and virtualization. James is currently market manager for the Data Center 3.0 strategy at Cisco Systems, though the opinions expressed here are strictly his own. He is a member of the CNET Blog Network and is not an employee of CNET.
Here's the list, with my updated commentary from this year in italics:
1.SaaS<-->Enterprise data conversion practice: All those existing enterprise apps will need to have their data migrated to that trendy new SaaS tool; and should anyone actually decide they hate their first vendor, they'll be spending that money again to convert to the next choice. Perhaps they'll even get fed up and return to traditional enterprise software. Easy money.
This item was confronting the unfortunate truth that most SaaS options are built on proprietary (or "single platform", in the case of open source) database schemas. That fact alone means that getting enterprise data out of that highly customized on-premise HR application and into the cloud will take some real technical skill, as will changing or reversing that decision. I still believe that this will be a major portion of systems integrator revenue around SaaS adoption, especially for "commodity" functions like HR and finance.
2.Enterprise Integration as a Service: No matter how much functionality one SaaS vendor will provide, it will never be enough. Integration will always be necessary, but where/how will it be delivered? Go for the gold with a browser based integration option. Just figure out how to do it better/cheaper/faster than force.com, Microsoft, Google, Amazon, etc...
There have been some good attempts at moving EAI into the cloud (see Boomi(http://www.boomi.com/)), but I think this is the year that we will see enterprise class offerings from IBM, Microsoft, and others make their debut. I also wouldn't be surprised if Amazon or Salesforce.com didn't have something up their sleeves here. It's just too important a platform to ignore.
3.SaaS meter consolidation service: Given the problem stated in number two above, who wants five or six bills where its impossible to trace the cost of a transaction across vendors? Provide a single billing service that consolidates the charges of the vendor stable and provides additional analytic capabilities to break down where costs and revenues come from. Then get ready to defend yourself against the data ownership walls put up by those same vendors (see four below).
This is probably the offering I am least sure will appear in 2010, but there are some signs that people understand the challenge. If you have an application with its front end running on Google App Engine, its business logic on Force.com, and its data analysis on Amazon Web Services, will there be a way to track the costs of that application through a single invoice? I'd like to think the telecoms have an advantage here(http://news.cnet.com/8301-19413_3-10310644-240.html), but they seemingly remain blind to it.
4.(Cloud) Customer litigation practice: Given the example of Scoble's experience with Facebook, there are clearly a lot of sticky legal issues to be worked out about "who owns what." Ride that gravy train with litigation expertise in data ownership, vendor contractual obligations and the role of code as law.
As 2008 began, Robert Scoble had his Facebook account shut down for running an automated script to harvest his social network data from that service. The uproar that followed demonstrated one of the truly sticky subjects of cloud computing: who owns and governs the data residing in a public cloud service?
Unfortunately, that question remains unanswered, leaving me to believe there are still a few landmark court cases yet to appear in U.S., EU, and worldwide courts. Of course, today I would probably add cloud malpractice litigators to the mix...
5.SaaS industry (or SaaS customer) data ownership rights lobbyist: Given 4 above, each industry player is going to want their voice in Congress to protect/promote their interest. Drive the next set of legislation that screws up online equality and individual rights.
While some would argue with me, I think there is a huge policy battle around cloud waiting in the wings, and I know for a fact that several large cloud providers are already lining up lobbyists to drive policy beneficial to their businesses. I am not yet aware of consumer or enterprise focused lobbying, but I believe strongly it is only a matter of time.
6.Sys Admin retraining specialist: All those sys admins who will be out of work thanks to cloud computing are going to need to be retrained to monitor SLAs across external vendor properties, and to get good at waiting on hold for customer service representatives.
In point of fact, "retraining" of sys admins is already happening, though mostly through a combination of voluntary experimentation with cloud services, active projects, and the effects of virtualization on the data center. However, new technologies that make the cloud hum for a sys admin, like Puppet(http://reductivelabs.com/products/puppet/) and Chef(http://wiki.opscode.com/display/chef/Home), will introduce opportunities to offer courses in advanced applications. Add to this the training in architectures and operations that developers now require to really excel at cloud computing, and you have a terrific business opportunity.
7.Handset recycling services: The rate at which "specialized" hardware will evolve will raise the rate of obsolescence to a new high. Somebody is going to make a killing from all those barely used precious metals, silicon, and LCD screens going to waste. Why not you?
Of course, there are already a variety of charities(http://www.phonescoop.com/articles/article.php?a=29&p=1359) and businesses(http://recyclemycellphone.org/) playing in this space. However, two facts are important to note: much of the charity work benefits developing countries, and the rate of obsolescence for cell phone technology hasn't slowed one iota.
Don't get me wrong. I'm not predicting that these businesses are a shoe-in. On the contrary, I think the form that ANY of these businesses take will likely surprise most of us. However, as I look ahead at 2010, it's amazing to me how many of the unsolved problems of 2008 are only just now getting addressed. To those of you addressing them, good luck in 2010.
James Urquhart is a seasoned field technologist with almost 20 years of experience in distributed systems development and deployment, focusing on service-oriented architectures, cloud computing, and virtualization. James is currently market manager for the Data Center 3.0 strategy at Cisco Systems, though the opinions expressed here are strictly his own. He is a member of the CNET Blog Network and is not an employee of CNET.
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