Lost in translation: Few multinationals rename well for Chinese market

by Marketing ON 17 August 2012

Less than one in four multinationals have rebranded well for their entry into the Chinese market, a study has found.

When entering China, a brand’s name should be changed so that the sound and the meaning of the name relate to the original, the research conducted by a group of academics argues. Only 22% of businesses entering the market adopted this full renaming approach to optimise the appeal of their brand.

Companies moving across borders often take not only ineffective names into the new market, but sometimes stick with inappropriate or damaging ones. Distributors in Chile asked Mazda to rename its Laputa minivan because ‘puta’ means ‘prostitute’ in Spanish, according to Harvard Business Review. Clairol also fell foul of language when launching its Mist Stick curling iron in Germany only to learn that in German ‘mist’ is slang for ‘manure’.

A collaborative effort by Marc Fetscherin and Ilan Alon from Rollins College, Romie Littrell from the Auckland University of Technology and Allan Chan from Hong Kong Baptist University, the study assessed the strategies of 100 large foreign firms that had entered the Chinese markets.

“Ideally the Chinese name would have both phonetic and semantic associations,” they said. “Though the hardest to pull off, this two way match gives a global product in China the best chance of success”.

Nike was one brand among the 22% to adopt the approach, renaming to ‘Nai Ke’, characters that mean ‘Endurance Conquer’. Coca-Cola is also represented as ‘Ke Kou Ke Le’, or ‘Can be tasty, Can be happy’.

One in four (24%), adopted a ‘meaning adaption’ approach, using a name that had a good semantic fit but did not sound anything like the original. General Motors and General Electric have both employed this approach, giving them an image and identity that doesn’t vary with the dialect.

Most (43%) implemented a ‘sound adoption’ approach by taking a name phonetically similar but semantically unrelated to the original. Sony refers to itself as ‘Suo Ni’, which in Chinese equates to ‘exploring nun or priest’, while Audi is known as ‘Ao Di’, or ‘profound enlighten’.

“This can work for brands that rely on advertising or word of mouth, and it highlights global identity,” the study argued. “But names lacking any real meaning are hard to process”.

A further 11% of companies made no change, instead electing to adopt a name with no resemblance or the original sound or meaning. For instance, Pizza Hut is written in characters that make the sound ‘Bi Sheng He’ and mean ‘guarantee win guests’, while Heineken is known as ‘Xi Li’, or ‘happy power’.

Lost in translation: Few multinationals rename well for Chinese market

Rebuilding paradise

by Peter Roper ON 15 September 2011

Campaign: Hayman Reopens

Client: Hayman Island

Agency: DDI Creative

Background

Hayman is among the world’s premier island resorts. It offers a genuinely unique combination of nature, five-star service and facilities, representing the best of Australia on the world stage. In February 2011, however, this iconic island suffered from major damage to physical assets due to the impact of tropical cyclones Anthony and Yasi, causing temporary closure of the island.

Technology allowed damaging news to spread fast – news of the cyclone and Hayman’s closure travelled globally and instantly. Technology also allowed consumers to become more informed and more demanding, and to switch loyalty and change travel plans swiftly.

While physical assets were able to be replaced, a rebuild of the brand was necessary in the run-up to Hayman reopening on 1 August 2011.

Objectives

The overall objective of the campaign provided by Hayman was swift business re-establishment upon reopening and specifically:

– maximise communication with customer base and trade to minimise damage

– re-establish wedding and conference credentials and availability

– give meaning and understanding to New Hayman and a reason to visit

– drive early occupancy, and

– engage and convert customers.

Strategy

DDI’s solution to rebuilding the brand was to develop a single-minded, compelling integrated campaign based around a solid human insight and decades of experience in the travel industry.

Research of key social trends uncovered that people feel life is becoming faster, more cluttered and stressful. People seek rewards, but these days it is less about possessions and more about what we experience and feel. It became evident that there’s been an evolution in the way luxury has been defined: first by ‘things’, then ‘experiences’ and now ‘moments’.

This key consumer insight, coupled with Hayman’s rational benefit of being a private sanctuary of natural beauty, relaxation and adventure where great experiences and moments happen, formed the foundation of the brand strategy.

The ‘Hayman Moment’ became a clear differentiating feature that would integrate location and emotional connections, ‘Moments’ being personalised experiences among natural beauty and authentic luxury.

With the ‘Hayman Moment’ DDI also differentiated Hayman from competitors, where advertising and communication is all about the ‘location’ or ‘nature’.

To support this positioning, Hayman’s brand values were also evolved from a focus on the resort, to a focus on the guest and shared experiences: family and togetherness, enrichment, authentic luxury and quality. This added value to the customer experience would become a crucial part of rebuilding the Hayman brand to be strong, consistent, differentiated and appealing.

A number of key strategies were identified to begin driving Hayman’s differentiation and the journey to rebuilding the Hayman brand:

1. Reopen communication – highly targeted trade, print and digital media in the lead-up to island opening

2. Brand communication – develop an integrated campaign across all media to convey the ‘Hayman Moment’ Beach Villas launch – develop an integrated campaign to introduce the newest beachfront accommodation on Hayman to support business re-establishment

3. Calendar of events and promotions – execute monthly promotional events based on lifestyle, food and fashion to generate PR, increase profile and repeat visitation

4. Tactical communication – develop tactical press and digital activity based on a calendar of events and seasonal periods to compete in price and value

5. consumer loyalty program – develop a four-tiered consumer loyalty program to drive loyalty and advocacy; each membership level (Residential, Ambassador and Member) to be customised with specific benefits/rewards and services

6. Engage digital activity – increase online presence, electronic direct mail (eDM) communication and develop streaming film relevant to each of Hayman’s core targets to allow a richer, more engaged connection with the viewer

7. Launch social media – launch Hayman in the social space with the introduction of a Hayman Social Reporter and developing social initiatives engaging several social platforms

8. Weddings and conferences – re-establish business from these markets with increased activity in targeted media

9. Trade engagement – individual trade segment action plans, and

10. Maximise media and PR exposure – maximise new events for media interest and exposure, celebrity outreach for Beach Villas and New Hayman, secure luxury alliance partners for promotional events.

Through historic analysis, demographic shifts and shifts in the changing visitor profile to Australia and Hayman, the following key markets were identified:

Domestic:

–Couples, mid to high net worth

–Families, mid to high net worth

–Wedding market

–MICE (meetings, incentives, conventions and exhibitions) market – conference and events

–trade, and

–Hayman loyals.

International:

–International couples and families from the US, the UK, Germany, Italy and Asia.

Hayman villa

Execution

DDI’s experience and logic suggest the more expensive a holiday is, the more considered its purchase. The purchase path is longer and the influence of different media and different opportunities to see is required for conversion.

The combination of print, magazines, digital, cinema and outdoor was the recommendation to deliver the right messages in the right number of highly targeted touch points to fulfil objectives.

Multiple communication platforms were selected with efficiency to our target audiences in mind:

–travel and luxury magazine advertising

–newspaper advertising (travel sections)

–trade, weddings and MICE advertising

–PR

–digital advertising

–search

–social media, and

–outdoor.

The main print campaign was fully supported by DDI through an integrated digital campaign, including online activity, hayman.com, search and social. The digital campaign was highly targeted with an aim to:

–increase unique visitors to the website

–increase organic search through hayman.com, PR and social media activity

–leverage the hayman.com call to action

–arrest the poor value social commentary

–engage and convert consumers via social platforms, and

–start the journey of understanding Hayman is where great experiences and moments happen.

The following channels were designed, developed and utilised:

eDM

eDM design and content was improved and aligned to new creative execution and online strategy. Reservations pre-arrival and departure, follow-up technology and eDM communication were also implemented.

Online banners

Brand and tactical executions targeted to Hayman’s core target groups: couples, families, weddings and conferences.

Hayman films

Four Hayman films were developed and highly targeted to each of Hayman’s core target groups, allowing a richer, more engaged connection with the viewer. The films allowed for a highly visual showcase of the destination, but also for people to identify with the emotion and feeling of actually being there – enjoying, laughing and experiencing the ‘Hayman Moment’.

Website

Hayman.com was optimised and updated with new brand content, such as the Hayman brand films. The website is also to house the newly launched ‘Hayman Social Blog’, providing a link to all digital channels.

Social media

Travel is built on recommendation; hence, launching social was a key consideration in the rebuild plan. The channels that formed part of the social strategy included: Hayman Social Blog, Facebook, YouTube, Twitter, Flickr and Social Outreach.

The creative

DDI was fastidious about the content and treatment of imagery to ensure intimate and genuine ‘Moments’ were captured and New Hayman brand values coursed through each image. Supported by the written message, a simple, powerful, highly visual and integrated campaign was born.

The results

The resort opened on 1 August and initial interest has been high. The first weekend advertising for the relaunch campaign witnessed an increase in website visitors of 137 percent – which leapt on the day of opening by a staggering 248 percent. Initial bookings converted throughout September were strong, providing initial indications that Hayman is back, and looks like it is stronger than ever.

ANZ launches global (re)brand

by Marketing ON 23 October 2009

ANZ has announced the launch of a new brand identity to align with it’s ‘super regional’ strategy and international presence.

ANZ says the new identity and positioning follows 18 months of internal and external research across Australia, New Zealand and Asia Pacific. The bank hopes to position itself as as people-focused and uncomplicated.

“ANZ is increasingly a regional bank operating in 32 countries and speaking 19 different languages. A strong, unified brand across all our geographies is an important part of our future growth,” said Mike Smith, ANZ CEO.

Part of the reasoning behind the renewed logo is to allow customers from countries where Roman characters aren’t used to connect with the brand.

“Both retail and business customers throughout the region overwhelmingly said the new
positioning ‘we live in your world’ expressed what they wanted from us,” continued Smith.

The rollout of the rebrand across real estate, technology and marketing will cost approximately $15 million.

“The ‘inconvenient truth’ for bankers is that many people don’t believe banks care about
them as people or appreciate how complex their lives have become.”

Australia reloaded

by Marketing ON 17 September 2009

The Federal Government has put ‘Brand Australia’ out to tender.

The move comes as the Government tries to reposition Australia as an intellectual and cultural Mecca rather than only a tourist destination. It is calling for strategy and branding that will dispel the nation’s ocker image and give Australia a more highbrow international perception.

Simon Crean, trade minister, said the Government was seeking to capture the essence of Australia through this contemporary national brand. Crean emphasised the promotion was not about going beyong just a slogan or promoting Australia as a destination.

Australia is not just a great place to visit but a great place to live, work and invest – a trusted trading partner and a great place to pursue an education, said Crean.

The promotion, ‘Building Brand Australia’, is a $20 million initiative.

Foxy new campaign for Fernwood

by Marketing ON 8 September 2009

Fernwood is seeking to reinvigorate and reposition itself with a new campaign.

Coinciding with Fernwood’s 20th birthday, the campaign seeks to reposition the brand as bold and the key to unlocking women’s confidence.

Joanna Bradley, Fernwood’s head of marketing, said the strategy was developed in consultation with the company’s franchise network. Bradley explained consultation with franchisees revealed the strategy had to be inclusive to women and make them feel as though Fernwood ‘got them’.

“Too often in the past it was the blokes that liked Fernwood’s campaigns. Not surprisingly, we’re not interested in appealing to men. A woman’s insight made all the difference.”

Fiona Leeming & Associates developed the campaign, ‘Find your inner fox’.

“We have created an irreverent, zeitgeist campaign for Fernwood Women’s Health Clubs that puts women back in control and in charge of their potential. You dont need to resort to Botox to unlock the fox within us all, said Leeming.

Research International gets a new face

by Marketing ON 16 October 2008

One of the world’s largest market research firms, Research International, has been in the process of a global rebrand.

As part of the rebrand, the company is restructuring its 40,000 case innovation databases to make data more accessible. This aims at enhancing RI’s ability to provide fast, reliable, local market advice to its clients.

RI has also launched a revamped website to offer access to hundreds of case studies. RI has developed a new specky logo to accompany the rebrand.

Heather Payne, RI’s Regional CEO, says the company’s new brand identity better positions it for continued success after more than 70 years in the research sector.

“As we redefine our organisation, RI is raising its profile in the innovation space which has been the foundation of our success for more than seven decades,” asserts Payne.

SBS – Six billion reasons for a new brand expression and counting

by Marketing ON 18 September 2008

Background

SBS, the world’s most multicultural and multi lingual broadcaster began in the 1970s and it’s most recent identity was shaped in 1991. In those 17 years, Australia has changed a lot, media has changed a lot – and Australian’s understanding of multiculturalism has changed a lot. We needed a more contemporary brand expression for SBS, and one that better aligned with how audiences relate to their world.

Objectives

We started where all good marketing starts – with great research. We knew it was time to modernize SBS, but we needed a compass to guide us as to how.

We commissioned an extensive piece of work with The Leading Edge to find out about multiculturalism, media behavior, and what people thought of SBS. The result was great news – what the staff and management of SBS aspire for the organization aligns with audience expectation. In short, audiences want SBS to help them expand their perspective, interest and connection to the world.

“A brand is a living entity – and it is enriched or undermined over time, the product of a thousand small gestures” Michael Eisner, CEO Disney

Our objective was to create a contemporary and holistic brand expression for SBS to better position the organization in the modern media world – one that would last for at least 10 years.

We determined to do that through every touch point we have – from advertising to building signage to the way we answer the phones.

Strategy

The Issue
We need to personify a more exciting and contemporary version of multiculturalism to grow both as a medium and in influence for good in Australia.

The Insight
Our audience lives and thinks beyond the boundaries of geography, language or culture – they are explorers, engaged in many worlds.

The Truth
SBS is the only broadcaster with the capability to draw on the best content from everywhere. We don’t see countries or borders, we see only unique stories that enrich and entertain us. We tell the stories other broadcasters can’t or won’t, bringing you the stories of all humanity.

Six Billion Stories and counting ….. Diversity, global, inclusive, stories are the heart of entertainment and education, forward moving, always searching for more stories

Execution (see the pictures below)

This was a rare and precious opportunity to re-energize a whole organisation through a new rallying cry. We had to get the new expression across two national television channels, two national radio networks, a huge website, as well as stationery and building signage – plus get staff and partners excited! It was a huge job.

The resulting output included:

Over 400 individual audio elements
Over 1000 different individual motion design elements
40 live action television idents
40 web pages
50 pieces of promotional collateral
100 individual signs
A large advertising campaign

At a visual level, we are using:

Colour, all colours to represent diversity
Stories, as a way of communicating information about SBS
Our refreshed “Mercator map” logo for the world

In audio:

Many different vocalists and human voices to tell the story

Results

It’s a success!

Research fielded within a month of launch has returned outstanding results for the new brand expression. The study found that the new SBS line “Six Billion Stories and counting” is already as well known among TV viewers as its old tag line of many years, and also better known than the ABC’s and Foxtel’s tag lines, after just two weeks on air.

When shown the current logos of all the free-to-air networks, the new SBS logo achieved the highest overall score of likeability, with a combined 44 percent of people saying that the logo was their “favourite” or “most liked”, well ahead of the other networks:

SBS logo (44 percent)
Seven Network logo (33 percent)
ABC logo (32 percent)
Nine (27 percent) and
Ten (26 percent)

Some audience comments from research:

“inexhaustible possibilities”
“It’s a big thought, like Apple or Microsoft”
“The world at my fingertips”
“it is true and enticing and feels like it makes the world more open and available to you”
“a great way to sell what SBS provides”
“colorful, modern, interesting slogan”

And staff love it!

Canon reviewing European planning and buying business

by Marketing ON 12 September 2008

Canon is reviewing its £50 million (AUS$110,000,000) pan-European media planning and buying business.

Brand Republic reports that the review, which covers media across Canon’s range of photography and computer products, was launched by the company’s European headquarters in Amsterdam, ahead of a possible brand relaunch in early 2009.

Mediaedge:cia is the incumbent in the majority of markets and is expected to re-pitch against other networks for the business.

In the UK, Canon’s media planning and buying is handled by MEC’s sister WPP agency BJK&E.

A spokeswoman confirmed the review and says it’s taking place because Canon wants to extend its media activity beyond a focus on Western Europe to cover the whole EMEA region.

The review also follows Canon’s appointment of The Brand Union to work on more distinct positioning campaigns for the brand, in what is becoming a crowded digital equipment market.

A key part of Canon’s advertising and media strategy has been its sponsorship of European football.

It was one of the main sponsors of UEFA Euro 2008 and has an association with football that goes back 30 years.

Fairfax Digital logo refreshed

by Marketing ON 27 August 2008

Fairfax Digital has redesigned its logo to take on the look and feel of Fairfax Media’s circular emblem.

The general idea is that the new design will promote brand consistency across the company and reinforce the digital aspect in Fairfax Media’s overall position in the market.

The new logo has been rolled out across all Fairfax Digital sites including smh.com.au, theage.com.au, brisbanetimes.com.au and WAtoday.com.au.

An article in the Age announced that growth in Fairfax Medias digital businesses helped push the companys profit up 47 percent, so rebranding it to suit the rest of the empire seems a smart move.

Fairfax Digital CEO, Jack Matthews, says, “This is a small but significant way to visually show that Fairfax Digital is a critical contributor to Australasia’s premier integrated media company, Fairfax Media.”

During difficult economic times it makes sense for a large organisation like Fairfax to invest in logo synergy to help the brand stand out.

Unfortunately, a part of the companys overall belt-tightening measures also includes cutting 550 staff in Australia and New Zealand as an additional way to bolster profitability. The times they are hard…

Woolworths unveils major Australian rebranding

by Marketing ON 22 August 2008

Woolworths has today unveiled its new look as part of an Australia-wide rebrand, which is being rolled out across its 780 supermarket stores.

In Mays issue of Marketing, Scotland wrote a long feature all
about the need for the major players to bring a more entertaining and
engaging experience to the Australian supermarket shopping environment,
and this announcement by Woolworths shows that the need for more
innovation in the industry is being taken seriously and acted upon.

Woolworths general manager of marketing, Luke Dunkerley, said that
the rebranding reflects Woolworths’ commitment and track record of
providing Australian shoppers with quality fresh food and groceries at
competitive prices.

We are rebranding stores to retain our leadership position in what
is an extremely competitive market. We have only achieved this
leadership position by ‘walking the talk’ and Australian shoppers are
voting with their feet, he said. The refurbishment of the
supermarkets that is accompanying the rebranding will deliver customers
wider aisles, brighter supermarkets and a more pleasant shopping
experience.

Twenty one years after the introduction of The Fresh Food People, the company will introduce a new icon reflecting Woolworths’ strong commitment to fresh food, convenience and value for customers. The new branding was created by leading designer Hans Hulsbosch of the Hulsbosch Agency who recently updated the iconic Qantas identity.

It introduces a new icon that symbolises several aspects of the Woolworths brand:

It is a stylised ‘W’ for Woolworths with the addition of an abstract leaf symbol representing fresh food
It is reminiscent of one of the most famous Woolworths logos of the 1970s
It represents a person – as in “The Fresh Food People” and the Woolworths focus on its customers.

As part of the move, Woolworths will become be a truly national brand with its Safeway stores in Victoria adopting the Woolworths name. This will align the company’s Victorian supermarkets with Woolworths’ national network.

What do you think?

The next issue of Marketing magazine is focusing on design, and we want to know what you think of the new logo?

Does anybody elese think that it looks like an apple? How important is the logo design of a supermarket anyway?

Arent we all more interested in everyday low prices and less range rationalisation?