目录

  • 1 Introduction
    • 1.1 Preview-Learning Objectives
    • 1.2 Lead-in
    • 1.3 Introduction  PPT
    • 1.4 Course Video
    • 1.5 Course Activity
  • 2 Chapter 1 Marketing: Creating and Capturing Cusomer Value
    • 2.1 Preview-Learning Objectives
    • 2.2 Lead-in
    • 2.3 Chapter 1 PPT & Outline
    • 2.4 Course Video
    • 2.5 Key and difficult points
    • 2.6 Quiz 1
    • 2.7 Course Activity
  • 3 Chapter 2  Company and Marketing Strategy
    • 3.1 Preview-Learning Objectives
    • 3.2 Lead-in
    • 3.3 Chapter 2 PPT & Outline
    • 3.4 Course Video
    • 3.5 Key and difficult points
    • 3.6 Quiz 2
    • 3.7 Course Activity
  • 4 Chapter 3 Analyzing the Marketing Environment
    • 4.1 Preview-Learning Objectives
    • 4.2 Lead-in
    • 4.3 Chapter 3 PPT & Outline
    • 4.4 Course Video
    • 4.5 Key and difficult points
    • 4.6 Quiz 3
    • 4.7 Course Activity
  • 5 Chapter 4 Managing Marketing Information
    • 5.1 Preview-Learning Objectives
    • 5.2 Lead-in
    • 5.3 Chapter 4 PPT & Outline
    • 5.4 Course Video
    • 5.5 Key and difficult points
    • 5.6 Quiz 4
    • 5.7 Course Activity
  • 6 Chapter 5 Understanding Consumer and Business Buyer Buying Behavior
    • 6.1 Preview-Learning Objectives
    • 6.2 Lead-in
    • 6.3 Chapter 5 PPT & Outline
    • 6.4 Course Video
    • 6.5 Key and difficult points
    • 6.6 Quiz 5
    • 6.7 Course Activity
  • 7 Chapter 6 Customer-driven Marketing Strategy
    • 7.1 Preview-Learning Objectives
    • 7.2 Lead-in
    • 7.3 Chapter 6 PPT &  Outline
    • 7.4 Course Video
    • 7.5 Key and difficult points
    • 7.6 Quiz 6
    • 7.7 Course Activity
  • 8 OBE Results-学生成果展示
    • 8.1 Competition works
    • 8.2 Short Video works
    • 8.3 Oral works (PPT)
    • 8.4 Written works
  • 9 Chapter 7 Products- Products,Services and Brands
    • 9.1 Preview-Learning Objectives
    • 9.2 Lead-in
    • 9.3 Chapter 7 PPT & Outline
    • 9.4 Quiz 7-Self Assessment
    • 9.5 Course Activity
  • 10 Chapter 8 Pricing-Customer value
    • 10.1 Preview: Learning Objectives
    • 10.2 Lead-in
    • 10.3 Chapter 8 PPT & Outline
    • 10.4 Quiz 8-Self Assessment
    • 10.5 Course Activity
  • 11 Chapter 9Place-Retailing and Wholesaling
    • 11.1 Preview:Learning objectives
    • 11.2 Lead-in
    • 11.3 Quiz 9-Self Assessment
    • 11.4 Chapter 9 PPT & Outline
    • 11.5 Course Activities
  • 12 Chapter 10 Promotion-Integrated Marketing Communication
    • 12.1 Preview: Learning Objectives
    • 12.2 Lead-in
    • 12.3 Chapter 10 PPT & Outline
    • 12.4 Quiz 10-Self Assessment
    • 12.5 Course Activity
Lead-in
  • 1 Case Analysis
  • 2 Reading and&...


Watch the following videos, read the passage and think about the questions:


Source of Video: 青岛啤酒的微博视频 - @青岛啤酒 的视频 - 视频 - 微博 (weibo.com)



Source of Video: https://v.qq.com/x/cover/mzc0038hrrzqj31/u3556jnejw9.html?url_from=share


Lead-in Case Analysis

New development of Traditional Chinese Brand--Qingdao Beer

In the great changes, Chinese brands bear the dual task of "high-quality economic development" and "going global with Chinese culture". A Chinese time-honored brand with unique historical heritage and cultural connotations is a concentrated presentation of China's commercial civilization and excellent Chinese culture. Against the backdrop of strengthening international communication and enhancing cultural confidence, the international marketing and communication of Chinese time-honored brands is of great significance.

Among many well-known Chinese brands, the development of the century old brand "Qingdao Beer" has always been closely aligned with national strategy. As a symbol of China's beer industry, Qingdao Beer, built by Germans, has had an international gene since its inception. Its products are exported overseas and have a nearly century long export history, accounting for about half of China's beer exports. It is the main force for Chinese beer brands to go international. Currently, Qingdao Beer, with the vision of becoming an international large company with a global influence brand, is exported to more than 100 countries and regions around the world. It has ranked first in the brand value list of China's beer industry for 18 consecutive years and 14th in the world in 2020.

After achieving certain success in the Southeast Asian market, Qingdao Beer gradually expanded its market to South Korea. South Korea has always been a beer consuming country, while also enjoying Chinese culinary culture. After Qingdao Beer entered South Korea, relying on customized marketing strategies and good cooperation with local distributors, its sales accounted for about 30% of Qingdao Beer's export value and remained in the top two of imported beer sales in South Korea for a long time. However, there is a certain deviation between Qingdao Beer's internationalization strategy and the original three-step plan. Firstly, after achieving initial success in Taiwan and Thailand, Qingdao Beer failed to further consolidate its market position and become a leading local brand. Secondly, in developed countries such as South Korea, Qingdao Beer is facing a thorny problem, which is that the market situation is greatly influenced by international relations. In 2020, Qingdao Beer's sales in South Korea decreased by 14%, and the decline was severe after the epidemic. Heineken replaced it as the top importer in the South Korean market. Some studies believe that the rapid decline in the sales of Tsingtao Beer has a strong correlation with China's image in South Korea after the COVID-19 epidemic. Local beer brands in Taiwan and Thailand are extremely strong, with a high degree of market monopoly; The South Korean market is highly unstable, and the imported beer market is gradually shrinking - in the original market map, Qingdao Beer is facing significant pressure. Following national policies and searching for emerging markets is its way to break through. After a long period of market development, in August 2018, Tsingtao Brewery announced that more than 50% of the business of the "the Belt and Road" countries had achieved more than 50% growth, and the sales of the countries along the "the Belt and Road" accounted for more than half of the total exports. In October 2019, the marketing coverage of Tsingtao beer products has increased to nearly 60 countries along the "the Belt and Road", and has increased significantly in Africa, Russia, the Philippines and other countries and regions.

Qingdao Beer's internationalization strategy has always adhered to the concept of "brand first" and has made significant efforts in brand communication, with remarkable results. In the 2019 Global Survey Report on China's National Image, Qingdao Beer ranked 14th on the "familiarity of overseas audiences with Chinese brands" list; In the 2020 World Brand Lab Fortune Global 500 list, Qingdao Beer ranked 297th in the world, up 9 places from 2019, making it the only brand in the beer industry selected. The unique brand communication of Qingdao Beer can be summarized as three points: customization, experiential, and digitalization.

But going global is a long and arduous task, and Qingdao Beer still faces problems in its international operation and dissemination. In terms of market size, the proportion of international revenue for Qingdao Beer is still very low, and the overseas market is relatively scattered, lacking a centralized market. In terms of market access mode, Qingdao Beer still relies mainly on single direct exports, with high costs and inflexible market actions. Building factories directly in favorable markets or acquiring local strong brands or even OEM brand exports are all options that Qingdao Beer can consider. At the same time, in terms of sales channels, Qingdao Beer's online efforts are insufficient, with large websites such as Amazon and Alibaba overseas sites not settling in, and there is a disconnect between overseas digital communication and e-commerce sales. In terms of brand communication, Qingdao Beer still has shortcomings in refining its core brand proposition, building offline scenes, and managing online accounts. One is that the core brand proposition is not refined enough, Chinese elements are used less, and there is a lack of strong brand value and essence; The second is the lack of offline scene construction. Offline scenes can enrich the interaction with consumers, enhance brand awareness, and build brand strength; Thirdly, the phenomenon of "suspension" of Qingdao Beer's overseas accounts is relatively serious -27 out of 60 accounts are in a suspension state, with key market accounts such as South Korea and the United Kingdom on Twitter and Russia and Kazakhstan on Facebook all suspended. This reflects the inconsistency and lack of synchronization between Qingdao Beer and market actions in managing its overseas accounts. Therefore, Qingdao Beer should integrate its accounts as soon as possible and carry out overall standardized operations.

Read and consider the following questions:

Q 1: What are the various factors that influence development of Qingdao Beer ?

Q2: What are the possible opportunities and threats in its development?

Q3: What suggestions can you put forward for the development of traditional Chinese brands?