The same roots, the same brand reconciliation
The Beijing No.1 Intermediate People's Court ruled that Jiaduobao lost the case, and the trademark of Wang Laoji was owned by Guangzhou Pharmaceutical Group. However, Guangzhou Pharmaceutical won the case, but it did not necessarily win the market. For GPHL, with its current marketing and management capabilities, it is obviously not an easy task to take over a brand with annual sales exceeding 654.38+0.6 billion yuan. ? Wang Laoji? Brand maintenance needs a lot of money, and more importantly, it is necessary to learn how to manage the essence of Wang Laoji brand with Jiaduobao. When the snipe and the clam fight, the fisherman gains. Just when Jiaduobao and Guangyao were in a hurry, the second-tier brand that was originally overwhelmed? Deng Lao herbal tea? 、? Harmony? Start to follow the trend. The era when Wang Laoji dominated the herbal tea market in China is coming to an end. Wang Laoji will meet more competitors, especially Jia Duobao, who brought him up. Faced with strong market competition, Wang Laoji? I am afraid that the glory of the past is difficult to maintain, and both sides will be the final outcome of Wang Laoji's trademark case.
Rainbow Laoji's trademark case and iPad trademark case have two parties, one is the founder of the trademark, and the other is the breeder of the trademark, namely Shenzhen Proview and American Apple. But the ending is different from that of Wang Laoji. The iPad ended in a settlement, and Apple paid $60 million for the iPad trademark Chinese mainland. The lawsuit between Apple and Proview was very simple from the beginning, mainly focusing on the compensation price of the iPad trademark. Proview wants the iPad to sell at a good price, while Apple wants to pay less. It is natural for the two sides to reach an agreement on the issue of funds. The settlement is a win-win result for Apple and Proview. After the settlement, the ownership of the iPad trademark belongs to Apple, which can effectively guarantee the commercial value of the iPad trademark. At the same time, Proview also got the desired benefits.
Differences of brand strategy between Chinese and foreign enterprises
Brand awareness. There is a common misunderstanding in China enterprises' understanding of brands. They often regard the brand as a symbol of goods, and think that creating a brand means registering more trademarks, but they can't see the deep meaning of the brand. The brand is rich in connotation. A brand is not only a symbol to distinguish products, but also a lot of intangible values behind the brand, including history, culture, lifestyle, personality expression and so on, which can attract consumers. Brand is the intangible value of an enterprise. It is the main force to drive consumers to identify, like or even fall in love with a brand by letting consumers clearly and clearly identify and remember its benefits and personality. Foreign enterprises have strong brand awareness. They believe that brands can increase the added value of products and are an important way for enterprises to obtain more benefits.
Brand strategy. Most enterprises in China lack a clear brand development strategy, the brand positioning of enterprises is out of touch with their core competitiveness, and the brand building of enterprises is not effectively combined with the construction of core competitiveness, which leads to the loss of brand development. The trademark case of Wang Laoji shows that when Jiaduobao first rented the trademark of Wang Laoji, it did not make long-term brand strategic planning. After Wang Laoji's brand operation was successful, it was too late to find that the trademark did not belong to him. Apple attaches great importance to brand and intellectual property protection and has a long-term brand strategic vision. Before launching a product, Apple must own the trademark ownership of the product. The trademark right of iPad is a good case. From the cases of Wang Laoji and Apple Trademark, it can be seen that China enterprises often only pay attention to the actual marketing of products at the initial stage of development, without considering the planning and development of brands, while foreign enterprises have been planning the development strategy of brands before launching new products. This is the difference of brand strategy vision between Chinese and foreign enterprises.
Brand building. The shaping of some famous brands in the world is basically more than 50 years, or even hundreds of years. This brand effect accumulated through time and word of mouth is something that our domestic enterprises can't catch up with in three to five years. Brand building is a systematic project. There must be historical accumulation and comprehensive ability behind a successful brand. In terms of brand building and shaping, foreign companies can often calm down, refuse impetuousness, do a good job in building product reputation, and shape brands through advertising and word-of-mouth communication. After years of baptism, the brand has accumulated rich historical connotations and will form many intangible values. It takes 15 years for a Swiss watchmaker to go from apprentice to apprentice, but it often takes one or two years to make a good watch, which is why the world only loves Swiss brand watches.
Brand management concept. Most enterprises in China are still in the stage of product management, while foreign enterprises focus on brand management. Brand management is different from product management. The life cycle of a brand is much longer than that of a product, and the product is often only relative to a specific demand period. Product management is mainly to ensure the quality and function of products and provide consumers with satisfaction and sense of value in using products, while brand management is the core concept and value that runs through the whole enterprise, forms the core of corporate culture and reflects the strength of the enterprise. Therefore, brand competition is an advanced stage of enterprise competition after simple product competition, price competition, technology competition and service competition, and it is a comprehensive competition of multiple capabilities. Product management and brand management represent two different business concepts and two different concepts. Brand management can meet consumers' higher-level needs better than product management, which is actually a sign of enterprise maturity.
Enlightenment and early warning for the future
Strengthen brand strategic planning. Brand strategy is the core strategy of an enterprise, and its core lies in establishing a distinct brand recognition and upgrading brand building to the height of enterprise management strategy. Brand is definitely not just a trademark and symbol, it is a concentrated expression of corporate personality and image, and it is a complex with rich connotations. This also determines that brand planning is not simply to determine the market behavior of products in a certain period, it should be a long-term, all-round systematic project to shape product personality and image, and it is a far-sighted project. Enterprises should give their own culture, values and entrepreneurial spirit to brands, so as to fully reflect consumers' demands for brands and build a bridge of mutual trust between consumers and enterprises. Products can be imitated, but the brand is unique, which can be used as an important means of product identification in the case of product homogeneity. Well-known foreign brands such as Apple, IBM (Weibo), GE and Ford all regard brand assets as the most important intangible assets of enterprises, which are directly managed by the top management of enterprises. Enterprises in China need to learn from the West, attach importance to brand value, formulate brand strategy and planning, and regard brand building as a long-term work.
Strengthen enterprise brand management ability. After the development of Chinese enterprises to a certain stage, it is necessary to change the product-oriented management concept and turn to brand management as the core. Brand has intangible value, which can enhance the premium ability of products. Brand has a long life cycle, which requires enterprises to continuously inject funds and energy into brand building and strengthen the intangible value of the brand. At present, the brand management ability of many domestic enterprises is very weak, and some enterprises are still in a state of no brand management organization, no brand management system and no brand operation management mode? Three no? State. ? Three no? The country leads to the insufficient premium capacity and low added value of China enterprises' products. Many household appliances in China are at the same level as foreign brands in terms of product quality and use effect, but China's product premium ability is lower than that of foreign brands, which is a realistic reflection of the current brands of household appliances enterprises in China. Therefore, improving brand management ability and brand value will be the work that China enterprises need to do.
Establish awareness of brand legal protection. Brand can improve the product premium ability of enterprises and bring great economic value to enterprises. The dispute between iPad trademark and Wang Laoji trademark has taught Apple and Jiaduobao a profound legal lesson, and the protection of intellectual property rights is very important. The establishment of brand is the basis of brand effectiveness, but it needs to protect the brand effectively, thus providing guarantee for brand effectiveness. If the reputation of the enterprise is low, or the brand is used by others, it is difficult to establish the brand reputation. Although some enterprises use trademarks on their products, they are not registered or held in time, but are registered or withdrawn by other enterprises first. There is only one brand in total? Marry clothes for others? An awkward ending; Some enterprises only register their trademarks in China, not abroad. Well-known brands are registered abroad, which makes it difficult for brands to go global. Therefore, enterprises need to establish the awareness of trademark protection and strengthen the legal protection of brand trademarks.
Share brand success and show enterprise confidence. In the eyes of foreign companies, the founders and cultivators of brands are not contradictory. Both sides recognize each other's contribution to brand success. Without the efforts of any party, there would be no such thing as this brand, its popularity and reputation. The success of Wang Laoji trademark is the result of the joint efforts of GPHL and Jiaduobao, but the last one is happy and worried, which shows that enterprises in China are not strong enough in cooperation, especially in the pursuit of common development, and enterprises in China are not good at sharing success, so Jiaduobao made a wedding dress for GPHL. Foreign companies are completely different from China companies in brand sharing and strategic model. Before Apple introduced the iPad product, the iPad trademark did not belong to itself, so it was purchased in 2009. However, due to thoughtlessness, the acquired global trademark of iPad does not include the trademark right in Chinese mainland. On July 20 12, Apple paid another $60 million to Shenzhen Proview as the fund for the package agreement to acquire the iPad trademark in Chinese mainland. Apple spent two sums of money on the acquisition of iPad trademark rights, which shows that foreign companies respect intellectual property rights, respect the value of trademarks and are willing to communicate and cooperate with the original owners of trademarks. China enterprises lack such courage and confidence.
The success of the brand is not achieved overnight, which requires enterprises to spend a lot of energy and funds, and at the same time requires enterprises to have long-term strategic vision and wisdom in operating enterprises. Behind the success of a brand is often the efficient operation of the whole system of an enterprise. Looking at the development history of domestic and foreign enterprises, enterprises that can survive for a long time must have correct and wrong business strategies.