Brand marketing: How does Aokang enter the international market (figure)

品牌营销：奥康如何走上国际市场（图）

Starting from the first brand goal in China, Aokang Group has gone international today, and many places are worth learning.

-----Zhuge Changqing

In the development of domestic enterprises, Zhuge Changqing believes that Aokang is one of the benchmarks worth learning.

Aokang Group is a national top 100 private enterprises with leather shoes as its main business and involving in commercial real estate, biological products and other fields, cross-industry and cross-regional development.

Aokang Group has more than 15000 employees, three major production bases, more than 30 world-class production lines, and an annual output of more than 10 million pairs of leather shoes. It has set up more than 30 provincial branches, more than 3000 chain stores and more than 800 in-store stores across the country.

Aokang Group has set up overseas branches in Italy, Spain, the United States and Japan. At the same time, three shoe sample design centers have been set up in Wenzhou, Guangzhou and Milan, Italy, and more than 3000 new varieties have been developed every year, keeping Aokang Group's products always at the forefront of the trend.

Zhuge Changqing: Three advanced design centers, with more than 3000 new varieties each year, are doomed to the success of Aokang.

Recently, Zhuge Changqing saw Shu Chaopu, a reporter of China Foreign Capital magazine, report on Aokang, showing the success of Aokang from another aspect. Zhuge Changqing believes that Aokang is really worth studying carefully.

Aokang's first strategy: positioning at a high starting point and targeting the international market

"Going out" to realize real internationalization has become the primary strategic choice of Aokang.

"From the perspective of domestic sales, Aokang has done a good job in the domestic market. To further expand its space, we must go international. Aokang's goal is to become a world-class brand, and we also have the strength to do it."

Zhuge Changqing: No matter what industry you are engaged in, your goal must be positioned as the first place. With the first place, you will quickly succeed. The formation of international famous brands mainly depends on two aspects, one is brand culture, the other is sales mode. Aokang is on its way.

Obviously, after successfully reaching the top of China's shoe industry, for Wang Zhentao, chairman of Aokang Group, "going out" to realize real internationalization has become the primary strategic choice.

"Internationalization is a comprehensive standard. It doesn't mean that you sell shoes abroad, or that your brand is internationalized when you go abroad. Internationalization must have the strength of internationalization, both hard and soft conditions.

Internationalization is first about products going out; Secondly, the marketing network goes out; The third is the brand going out; Finally, it is the whole national craft that goes out. "

Zhuge Changqing: To open the international market, you should let foreign customers recognize your products. This is stitched.

It seems that compared with Haier, Lenovo and TCL's strategy of going out with great fanfare, the scale and path of Aokang, which emphasizes step by step, has its own different interpretation of "internationalization".

The second strategy of Aokang: "king" in China

"It is not that Aokang must be the leader of the industry, but we believe that before going abroad, Aokang should first expand its domestic market, which is the basis of our globalization."

To this end, Aokang has put forward the slogan of "building the first brand with all efforts" and "forming a regional monopoly market". In order to further establish and improve the marketing network and improve the brand influence, Aokang spent 50 million yuan to reward those agents who have made outstanding contributions to the expansion of marketing, which played a key role in forming a regional monopoly market for Aokang.

Zhuge Changqing: As an entrepreneur, we must really care about dealers. Only in this way can dealers spare no effort to help entrepreneurs. Otherwise, if you make money, cover up all the money and don't want to distribute it at all, you will surely lose. Through the ages, only those who can reward the soldiers will succeed. Aokang offered 50 million rewards at a time, which foreshadowed the development of Aokang.

"Third-rate enterprises sell products, second-rate enterprises sell brands, and first-class enterprises sell standards". In order to form unique brand competitiveness, in addition to establishing an enterprise standardization system with technical standards as the core, Aokang also actively participated in the drafting of national and industrial standards, and also actively participated in the examination and approval of leather shoes industry standards, integrating advanced shoe-making technology into the standards, and accumulated rich experience in improving the core competitiveness and industrial status of Aokang brand.

In addition, Aokang also collects international and foreign standards in a targeted way, comprehensively promotes the work of enterprise standard adoption, uses international and foreign advanced technical standards to promote enterprise technological progress and improve product quality, which has laid a solid foundation for comprehensively improving the connotation of its own brand and accelerating the international integration.

The shoemaking industry is a labor-intensive industry. If you want to continue to grow bigger and stronger and avoid bottlenecks in development, you must extend the industrial chain and make the transition from a single enterprise to an industrial alliance. Therefore, after completing the original accumulation, Aokang started the layout of domestic industrial chain.

In January 2003, Aokang invested 1 billion yuan to move westward, and signed an agreement with Bishan County Government to jointly build the "Shoes Capital Industrial Park in Western China", so as to take advantage of the western region to develop first and create new favorable space for its own development in the domestic market. In August 2007, Aokang went south and signed a contract with Shiling Town, Huadu, Guangzhou, which is known as "the capital of leather goods in China", to build the "International Fashion Leather City". In just five years, Aokang has completed the industrial layout of "building a capital in the west", "building a street in the middle" and "building a city in the south".

Zhuge Changqing: How big your heart is, how big your world is. Only by distributing the whole country can we win the world.

According to statistics, at present, Aokang has set up more than 30 provincial companies, more than 3000 chain stores and more than 800 in-store stores across the country. According to Wang Zhentao's plan, Aokang will build 100 pedestrian streets across the country and alliance 100 brands. At the same time, each street will open exclusive stores of 5 footwear brands of Aokang.

"When we set up 10000 domestic monopoly stores, our brand management will reach an unprecedented level." Wang Zhentao is full of confidence in this.

Aokang's third strategy: take the road

"Only by accumulating enough experience can the brand be launched. The current status of Aokang can only show that it has learned to swim in the river, and Aokang will still better swim in the sea in the future". Wang Zhentao used this metaphor without thinking when talking about the future of Aokang.

The "accumulation of sufficient experience" that Wang refers to, in addition to strengthening and expanding, practicing internal skills, and completing the leadership of the domestic market, is more important to learn the advanced technology and concepts of world-class brands, understand the rules of international operation, and rely on market rules to control their own operations.

Because of this, while many people are worried about China's manufacturing OEM, Aokang is still "obsessed" with producing shoes for the world's top brands. "We can get a lot of fashion information and know international trends by OEM for the world's top brands. It's a good way to learn. Why not?" Wang Zhentao explained the benefits of OEM production. In his eyes, OEM for international brands is only a kind of transition and learning, but definitely not forever.

Zhuge Changqing: Smart Aokang people have their own ambitions at the beginning of OEM. It is also because of this that Aokang can achieve today's success. It is in the process of strategizing and winning thousands of miles away.

"Our cooperation with international brands is not simple OEM. It is cooperation in brand, R&D, channel, promotion and other aspects. These international brands use our marketing network to land in China. We also use the marketing network of these brands to sell Aokang shoes to various countries, which is a win-win cooperation relationship. Our cooperation with them, these aspects of experience is the most important to us, if we find that Better teachers, we will also choose better teachers. Aokang must be a world-class brand. At that time, if we have to give up OEM profits, we will never be vague. "

However, Aokang is not satisfied with OEM for international brands.

On January 8, 2008, Shanghai International Conference Center, Aokang and VALLEVERDE signed the "Alliance". This means that Aokang has made a new breakthrough in the process of internationalization.

According to the cooperation agreement between the two parties, Aokang Group has obtained the global brand management right of Wanlivid, and its global brand marketing is all operated by Aokang. Aokang is also responsible for production and sales independently. On the other hand, Wanliweide is responsible for providing product R&D resources and technical and legal support, assisting Aokang Group to set up a product R&D center in its Italian headquarters, and providing sites, equipment and production resources. The development results are shared by both parties.

In the view of people familiar with Aokang, this new cooperation mode is the need of the international strategy upgrading of Aokang Group. With this, Aokang has obtained the sales channels of Wanlivid in more than 2300 chain image stores around the world, but perhaps the ultimate goal of Aokang's move is to finally obtain the brand of Wanlivid. Wang Zhentao, chairman of Aokang Group, also made no secret of this: "We hope to enter the European market from the initial cooperation to the ultimate holding of 51%."

This is not the ultimate goal of Wang Zhentao. "In the next 5 to 10 years, some top shoe brands in Italy, Spain and other places will be merged by Chinese shoe enterprises". Aokang has a great appetite.

Aokang's fourth strategy: Deeply cultivate the international industrial chain

Objectively speaking, Aokang has been creating marketing miracles in recent years, but in the international market, especially in the high-end consumer market, many people still do not know about Aokang. The formation of international famous brands mainly depends on two aspects, one is history and culture, the other is sales mode. For Aokang, the former cannot be created at once. Therefore, in order to build an international brand, it is necessary to connect with the international market in terms of sales methods, form a set of responsive and considerate international sales network, and cultivate a good terminal market. In this virtuous cycle, the brand will gradually grow into a world famous brand.

To this end, Aokang has invested more than 200 million yuan to introduce 30 world-class production lines. At the same time, three shoe sample R&D centers have been set up in Wenzhou, Zhejiang, Dongguan, Guangdong and Milan, Italy, and thousands of new shoe samples have been developed every year, leading the fashion trend of shoe industry development and ensuring that the Aokang brand is at the forefront of the same industry.

In addition, Aokang has set up five sales centers in Japan, the United States, Russia, Italy and Spain, and set up import and export companies specializing in overseas markets. Its product sales tentacles have extended to more than 20 countries and regions around the world, such as the United States, Japan, Russia, South Korea, Saudi Arabia, Germany, Spain and South Africa.

On March 25, 2008, Aokang opened its first exclusive store in India, surrounded by Bollywood stars. It is the first exclusive store of Chinese shoe brands in India. This means that after successfully entering the world's second most populous country, Aokang has planned the footwear market for more than 1/3 of the world's population.

Zhuge Changqing: Aokang's strategy is prudent and flexible. The first international market is selected in India, which has both customers and experience. Good idea.

Taking into account the mainstream high-end markets such as Europe, America and Hong Kong, which have been "in the forefront of international fashion", this shows that after the transformation from traditional manufacturing to marketing, Aokang has begun to make a big step towards "design and research".

Aokang's fifth strategy: "customized fashion"

Wang Zhentao believes that globalization is primarily about products going out; Secondly, the marketing network goes out; The third is the brand going out; Finally, the whole national craft goes out. "It is not only necessary to cater to the international market, but also important to let Chinese products lead the international trend and become the vane of fashion."

Obviously, after sharing manufacturing opportunities from the restructuring of the global shoemaking industry chain, Aokang plans to gain opportunities and ways to catch up with European fashion pioneers in design.

For this reason, in 2007, Aokang moved its international R&D center from Oubei, Wenzhou, which is not a fashion frontier, to Dongguan, in order to get closer to the shoemaking industry capital in southern China.

Many of the fashion trends in the global fashion industry started in the UK and will enter Asia after the interpretation of France and Italy. Japan and South Korea have the most acute sense of international brands, and the next stop is Dongguan. Here, fashion information will be transformed into the most fashionable products in various industries at an extremely fast speed.

"We will take Dongguan as a window to expand international orders," said Gu Feng, deputy director of Aokang International R&D Center. "Dongguan is very special. The foreign businessmen will require the confirmation and fitting of the samples after the model comes out. Although they are very satisfied with our three major production bases, and also think that the equipment and worker technology there are first-class in China, they just require us to set up a research and development center in Dongguan, rather than in Wenzhou."

Although Dongguan is the largest hub for China's shoe industry to receive world information, Italy is closer to the starting point of fashion. In order to get first-hand and accurate information more quickly, Aokang set up a research and development center in Viggio, a traditional shoemaking town near Milan, where designers and craftsmen were invited to travel between Wenzhou and Italy, bringing new technologies, new materials, new design concepts and styles to Wenzhou for a round of re-integration by Aokang's designers.

Zhuge Changqing: Be the champion leader if you want to do it.

Leading the fashion will win the future. Leading is better than being passive.

Only by seeing the demand clearly, grasping the trend, and transforming these demands into products that customers really need through the R&D department, can we become the trendsetter leading the industry reform. In this regard, Aokang has found a way.

The sixth strategy of Aokang: cultural guidance

"Internationalization must have the strength of internationalization, both hard and soft conditions. From a soft point of view, it must have its own set of corporate culture and advanced cultural concepts, which can make foreign employees serve you. Let them serve you. First, you must identify with your culture. If you do not identify with your culture, how can internationalization go?"

Zhuge Changqing: Only excellent corporate culture can promote the healthy development of enterprises.

Therefore, in the eyes of Wang Zhentao, it is very necessary to carry out career planning and expansion training for foreign employees and let them accept the "baptism" of corporate culture. "Our basic requirements for overseas employees are to be able to walk, speak and use the brain." The head of the Human Resources Center of Aokang Group explained that "being able to walk" is to be able to drive, "being able to speak" is to speak English fluently, and "being able to use the brain" is to be proficient in computers. "The mission of the headquarters is to convey the corporate culture of Aokang to all overseas employees and give them some necessary guidance."

"Aokang overseas companies employ 100% of local elite talents. Our excellent local team overseas makes Aokang confident that it will be the preferred brand in the local market in the next few years." Wang Zhentao has full confidence in the employees of overseas companies.

Zhuge Changqing: In the international market, international and local talents must be employed. This is a congenital advantage, that is, the scientific application of "favorable weather, geographical conditions and human harmony".

From a regional enterprise to an international enterprise, cadres need to assume greater responsibility. Therefore, in line with the requirements of the situation, Aokang University was officially established in January 2007.

"Why should we invite professors from Peking University, the National People's Congress and even the University of Glasgow to teach for the management cadres of Aokang? It is because we are now on the road of internationalization, and it is our compulsory course to strengthen the enterprise", Jiang Xinghua's answer is concise and clear. In Aokang, Jiang Xinghua is mainly responsible for human resources, and also serves as the executive president of Aokang University.

Zhuge Changqing: Talents need training. Aokang set up its own school and university, which is destined to keep up with the situation. Very good talent strategy.

"In fact, from another perspective, inviting professors from famous universities to be part-time professors at Aokang University means that many consultants pay attention to Aokang with their professional eyes at the same time. They can draw out the most appropriate courses and books based on their understanding of Aokang, which undoubtedly further ensures the pertinence and effectiveness of Aokang's staff training."

Although the effect of culture is slow, it is the root of globalization. Therefore, when more and more multinational enterprises are hunting for Chinese elite talents to realize their localization in China, the "going out" Chinese enterprises also extend their eyes and tentacles to high-end talents in overseas local markets. In fact, the employment of foreign elite talents to serve it is an important factor for Aokang to successfully expand overseas.

The seventh strategy of Aokang: with the help of the Olympic Games

"Many people think that getting the Olympic leather goods supplier is just a brand of cooperation. In fact, this understanding is wrong. You can get super value returns through the Olympic marketing. Having the Olympic platform is equivalent to helping you do a propaganda, and all magazines, publications and websites have done enough publicity. We will also make good use of this opportunity to promote ourselves in an all-round way. This is a big event, not a brand. In a sense, the Olympic Games It is also a good opportunity for public relations.

In Wang Zhentao's plan, taking advantage of the Olympic Games is not only an opportunity for Aokang to surpass the homogeneity of the domestic market, but also helps it to promote its brand from "well-known in China" to "international reputation" and achieve a qualitative leap in the international market.

"There are only two enterprises in the shoe industry that cooperate with the Olympic Games: Adidas and Aokang. Our Indian employees know that the enterprises that cooperate with the Olympic Games are not small enterprises, nor ordinary enterprises. We need to pass on the corporate culture of Aokang to all employees. We should know that in the 1984 Los Angeles Olympic Games, Nike surpassed the industry leader Adidas from a new talent by participating in the Olympic Games 。” This is a phrase that Wang Zhentao often mentioned on different occasions after becoming a leather goods supplier for the Beijing 2008 Olympic Games.

"The Olympic spirit transcends national boundaries and languages, which is undoubtedly a great opportunity to show Chinese brands to the world. We have enough reason to believe that the Olympic Games will not only sound the names of a large number of star athletes, but also a large number of Chinese brands." Wang Zhentao has his own profound understanding of Yu's Olympic marketing strategy. "With the approaching of the Olympic Games, the participation of the whole people will be more and more intense, and the focus of the world's attention will also be on it, which will also improve the reputation of enterprises very quickly."

Xu Yong, vice president of the China Light Industry Federation, commented on the significance of Aokang's becoming the Olympic leather product supplier, "The connection between Aokang and the Olympic Games, and the promotion of care regardless of national boundaries and race, will help its leather products to be more widely integrated into the life of the world's people, and establish its brand status in the world."

The biggest difficulty in the international marketing of Chinese manufacturing enterprises lies in the establishment of international brands. The strategic action of Aokang with the help of the Olympic platform is undoubtedly the ideal way of marketing internationalization, which will greatly improve the international popularity and reputation of Aokang. The purpose of Aokang is far more than that.

"We are not only concerned about the 2008 Beijing Olympic Games, we are already in contact with the 2012 London Olympic Games Organizing Committee, and Europe is a big shoe market".

Zhuge Changqing: With the help of the Olympic Games, you can quickly improve your brand awareness. We wish Aokang well along the way and become an outstanding brand displaying the spirit of the Chinese nation.

China will win, and Chinese enterprises will win.

Zhuge Changqing believes that the future world will be the world of Chinese products!

Bless all the people in the world who are destined to meet their needs, the heavenly officials will bless them, the cause will take off, and the source of wealth will expand!

奥康集团从国内第一品牌目标出发，今天已经走向国际了，很多地方值得学习。

----- 诸葛长青

   在国内企业发展中，诸葛长青认为，奥康是值得学习的标杆之一。
   奥康集团是一家以皮鞋为主业，并涉足商贸房产、生物制品等领域、跨行业、跨区域发展的全国民营百强企业。
   奥康集团公司现有员工15000多人，拥有三大生产基地、30多条国际一流的生产流水线，年产皮鞋超千万双。在全国设立了30多个省级分公司、3000多家连锁专卖店、800多处店中店。
    奥康集团在意大利、西班牙、美国、日本设立了国外分公司。同时，在温州、广州及意大利米兰设立三个鞋样设计中心，每年开发出3000多个新品种，保持奥康集团产品始终走在潮流的前列。

    诸葛长青：三个高级设计中心，每年3000多个新品种，注定了奥康的成功。
   最近，诸葛长青看到《中国外资》杂志记者舒朝普对奥康的报道，从另一个方面展示了奥康的成功之道。诸葛长青认为奥康真的值得仔细学习。

   奥康第一谋略：高起点定位，目标定位国际市场

  “走出去”实现真正的国际化，已成为奥康的首要战略选择。
　 “从内销看，奥康在国内市场的网络已经做得很全了。要进一步拓展空间就必须走国际化。奥康的目标就是要做世界级品牌，我们也有实力做得到。”

   诸葛长青：不论你从事什么行业，目标必须定位成第一名，有了第一名，你就会迅速取得成功。而国际知名品牌的形成主要依靠两个方面，一个是品牌文化，一个就是销售方式。奥康已经上路。
　　显然，在成功登顶中国鞋王之后，对奥康集团董事长王振滔来说，“走出去”实现真正的国际化已成为首要的战略选择。
　　“国际化是一种综合标准，不是说你到国外去卖鞋，就是国际化，或者说你的品牌到了国外就是国际化了。国际化必须有国际化的实力，硬软条件都要具备。

   国际化首先是产品走出去；其次是营销网络走出去；第三是品牌走出去；最后，是整个民族工艺走出去。”

   诸葛长青：开通国际市场，就要让国外的客户认可你的产品。这是有针线的。
　　看来，相比于海尔、联想和TCL大张旗鼓的走出去策略，在规模和路径上更强调一步一个脚印，稳扎稳打的奥康，对于“国际化”更有自己不一样的诠释。
　　 奥康第二战略：国内先“称王”
　　“不是说奥康一定要做行业老大，而是我们认为，奥康在踏出国门之前首先应该把国内市场做得更大，这是我们全球化的基础。”
　　为此，奥康打出了“全力打造第一品牌”、“形成区域垄断市场”的口号。为了进一步建立健全营销网络,提高品牌影响力，奥康斥资5000万元以奖励那些在扩大营销方面贡献卓越的代理商，这对奥康形成区域垄断市场起到了关键性作用。

   诸葛长青：作为企业家，一定真正的关心关爱经销商。只有这样，经销商才会全力以赴帮助企业家。否则，你赚了钱，把钱自己全都捂起来，一点舍不得分配，那就预兆必输无疑。古往今来，能够犒赏将士的才会成功。奥康一次拿出5000万奖励，预兆了奥康的发展。
　　“三流企业卖产品，二流企业卖品牌，一流企业卖标准”。为了形成独有的品牌竞争力，奥康除建立以技术标准为核心的企业标准化体系外，还主动参与国家标准和行业标准的起草，同时还积极参与皮鞋行业标准审定工作，把先进的制鞋技术融于标准中，为提高奥康品牌的核心竞争力和行业地位积累了丰富的经验。
　　此外，奥康还有针对性地收集国际、国外标准，全面推动企业采标工作，用国际、国外先进技术标准推动企业技术进步，提高产品质量，这对全面提升自身品牌内涵、加快接轨国际打下了坚实的基础。
　　制鞋行业是一个劳动密集型产业，想要继续做大做强，避面出现发展瓶颈，就必须让产业链得以延伸，从一个企业的单打独斗向形成产业联盟过渡。因此，在完成原始积累后，奥康开始了国内产业链布局。
　　2003年1月，奥康10亿元挥师西进，与璧山县政府签订联手打造“中国西部鞋都工业园区”的协议，利用西部，抢先发展，在国内市场为自己的发展营造新的有利空间。2007年8月，奥康挥师南下，与有着"中国皮具之都"之称的广州花都狮岭镇签约打造“国际时尚皮具城”。短短5年间，奥康后就先后完成了“西部建都”、“中部兴街”、“南部造城”的产业布局。

   诸葛长青：心有多大，你的天下就有多大。布局全国，才会赢得天下。
　　数据统计，目前奥康在全国设立了30多个省级公司、3000多家连锁专卖店、800多处店中店。而按照王振滔的计划，奥康要在全国打造100条步行街，联盟100个品牌，同时，每条街上将开设奥康5个鞋类品牌的专卖店。
　　 “当我们把国内的专卖店铺设到10000家的时候，那我们的品牌经营将达到一个前所未有的高度。”王振滔对此充满信心。
　　奥康第三战略：借道上路
　　“只有积累了足够经验，才能把品牌推出去。奥康目前所取得的地位只能说明已经学会了在河里游泳，奥康以后还要更好的在大海里游泳”。王振滔在谈到奥康的未来时，不加思索的用了这样的比喻。
　　而王所指的“积累足够经验”，除了做强做大，练好内功，完成对国内市场的主导外，更重要的是要学习世界级品牌先进的技术和理念，懂得国际化运作的规则，依靠市场规则来支配自己的营运。
　　正因为如此，在许多人都在为中国制造业OEM忧虑的时候，奥康却依然“执迷”于为国际上最顶级的品牌生产鞋子。“我们给世界顶尖品牌做OEM，正好可以获取大量时尚信息，知道国际流行趋势。是一种挺好的学习方式，有何不可？”王振滔这样解释OEM生产的好处。在他眼里给国际品牌做OEM只是一种过渡、一种学习，但绝对不是永远。

    诸葛长青：聪明的奥康人，在做代工之初，就有了自己的雄心壮志。也正因为如此，奥康才会有今天的成功，运筹帷幄之中，决胜千里之外。
　　“我们与国际品牌的合作不是简单代工。而是在品牌、研发、渠道、推广等方面都有合作。这些国际品牌借助我们的营销网络在国内落地。我们也借助这些品牌的营销网络把奥康的鞋子销售到各个国家，这是一种双赢的合作关系。我们与它们的合作，这些方面的经验对我们是最重要的，如果我们发现了更好的老师，我们也会选择更好老师。奥康一定要做世界级品牌，到那个时候，如果必须放弃OEM的利润，我们也决不含糊。”
　　但奥康并没有满足为国际品牌代工。
　　2008年1月8日，上海国际会议中心，奥康和万利威德(VALLEVERDE)签订“盟约”。这意味着奥康在国际化的征程中又有新的突破。
　　按照双方的合作协议，奥康集团取得万利威德全球品牌经营权，其全球品牌营销全部由奥康负责运作。生产和销售也均由奥康独立负责。而万利威德方面，其负责提供产品研发资源以及技术和法律方面的支持，协助奥康集团在其意大利总部成立产品研发中心，并提供场地、设备和制作资源。开发成果双方共享。
　　在熟悉奥康的人士看来，这种全新的合作模式是奥康集团国际化战略升级的需要。借此奥康已经获得万利威德在全球2300多家连锁形象店的销售渠道，但也许最终获得整万利威德品牌，才是奥康此举的最终目标。奥康集团董事长王振滔对此也毫不掩饰：“我们希望从先期的合作开始，到最终控股51%，真正进入欧洲市场。”
　　而这还不是王振滔的最终目的，“未来5—10年内，意大利、西班牙等地的一些顶尖鞋类品牌将为中国鞋企所兼并”。奥康的胃口很大。
　　奥康第四战略：深耕国际产业链
　　客观地说，近年来奥康一直都在创造营销奇迹，但在国际市场，尤其是高端消费市场上，很多人还都不知道奥康。而国际知名品牌的形成主要依靠两个方面，一个是历史文化，一个就是销售方式。对奥康而言，前者无法一下子创造出来，因此，要打造国际化品牌，必须在销售方式上与国际接轨，形成一套反应灵敏、服务周到的国际化销售网络，培育良好的终端市场，在这种良性循环中，让品牌逐渐成长为世界名牌。
　　为此，奥康先后投入2亿多元引进了30条国际一流的生产流水线，同时，在浙江温州、广东东莞及意大利米兰设立三个鞋样研发中心，每年开发出数千个鞋样新款，引领鞋业发展的时尚潮流，确保奥康品牌走在同行业的前列。
　　此外，奥康已在日本、美国、俄罗斯、意大利、西班牙建立了五大销售中心，成立了专门面向海外的进出口公司，产品的销售触角已经延伸到美国、日本、俄罗斯、韩国、沙特、德国、西班牙、南非等全球20多个国家和地区。
　　2008年3月25日，奥康在印度的第一家专卖店在宝莱坞明星们的簇拥下开业，这是印度第一家中国鞋品牌专卖店。这就意味着在成功进入这个世界第二人口大国后，奥康已经谋划了世界1/3以上人口的鞋类市场。

   诸葛长青：奥康的战略是谨慎灵活的，第一个国际市场选在印度，既有客户、又能摸索经验。好办法。

   而算上此前已经开拓的“处在国际时尚前沿”的欧美和香港等主流高端市场，这就说明在完成由传统制造向市场营销的转型后，奥康已经开始了向“设计研发”的大踏步迈进。
　　奥康第五战略：“定制时尚”
　　王振滔认为，全球化首先是产品走出去；其次是营销网络走出去；第三是品牌走出去；最后，是整个民族工艺走出去。“不但要去迎合国际的市场，重要的是要让中国的产品去引领国际潮流，成为时尚的风向标。”
　　显然，奥康从全球制鞋行业产业链重组中分享制造机会后，更谋划在设计上获得追赶欧洲的时尚先锋的机会和途径。
　　为此，2007年奥康将国际研发中心从并非时尚前沿地的温州瓯北迁到了东莞，目的就是为了更靠近这个中国南方制鞋工业之都。
　　全球时尚行业的时尚潮流很多自英国发端，经过法国和意大利的演绎后便会进入亚洲，日本和韩国对国际名牌的嗅觉最为敏锐，接下来的一站就是东莞。在这里，时尚信息会以极快的速度转化而成各行业最时髦的产品。
　　“我们会把东莞作为扩大国际化接单的窗口”，奥康国际研发中心副总监顾枫说。“东莞很特殊，版型出来后样品的确认及试穿，外商都会要求在东莞完成。尽管他们对我们的三大生产基地都非常满意，也认为那里的设备和工人技术都是国内一流，但是他们就是要求我们在东莞搞研发中心，而不愿意在温州。”
　　虽然东莞是中国制鞋行业接受世界信息的第一大枢纽，但意大利更接近时尚起点。为了更快拿到第一手翔实资讯，奥康在米兰附近的传统制鞋小镇维吉瓦诺设立一个研发中心，从这里请来设计师、工艺师在温州与意大利之间往返，将新工艺、新材料、新设计理念和款式带去温州，供奥康的设计师进行一轮重新整合。

    诸葛长青：要做就做冠军领跑者。
   引领时尚，就会赢得未来。引领比被动好。　　

    只有看清需求，把握流行趋势，并通过研发部门将这些需求转化为客户真正需要的产品，才能成为引领行业变革的弄潮儿。在这方面，奥康已经找到了路径。
　　奥康第六战略：文化引领
　　“国际化必须有国际化的实力，硬软条件都要具备。从软的角度来讲，必须有自己一套的企业文化，超前的文化理念，能让国外的员工服你，让他们服你首先要认同你的文化，如果不认同你的文化的话，国际化怎么走？”

   诸葛长青：优秀的企业文化，才会推动企业健康发展。
　　因而，在王振滔的眼里，对外籍员工进行职业规划和拓展训练，让他们接受企业文化的“洗礼”是十分必要的。“我们对海外员工的基本要求是三会：会走路、会说话、会用脑。”奥康集团人才资源中心负责人解释说：“会走路”就是会开车，“会说话”就是流利地讲英语，“会用脑”则是精通电脑。“总部的使命是负责把奥康的企业文化传递给所有海外员工，给他们一些必要的指导。”
　　“奥康海外公司100%聘用的是当地精英人才。我们在海外优秀的本土团队使奥康有信心在未来几年内当地市场的首选品牌。”对于海外公司的员工，王振滔信心十足。

   诸葛长青：国际市场，必须用国际本土人才，这是先天优势，也就是“天时地利人和”的科学运用。
　　从区域型企业变成国际化企业，需要干部承担更大的责任。于是，顺应形势要求，2007年1月，奥康大学正式成立。

   “为什么我们要请北大、人大乃至英国哥拉斯哥大学的教授来为奥康的管理干部授课？就是因为我们现在正走上国际化的道路，要将企业做强这是我们的必修课”，江兴华的回答简洁而明确。在奥康，江兴华主要负责人力资源工作，同时兼任奥康大学的执行校长。

   诸葛长青：人才需要培养。奥康成立企业自己的学校，成立自己的奥康大学，注定了奥康的人才培养紧跟形势。非常好的人才战略。
　　“其实，换个角度来想，将名校的教授请来奥康大学当兼任教授，也就等于多了许多顾问同时用他们专业的眼睛来关注奥康。他们可以凭籍对奥康的理解开出最合适的课程和书单，这无疑进一步保证了奥康对员工培训的针对性和效果。”
　　虽然文化的成效是缓慢的，但它却是全球化的根本。因而，当越来越多的跨国企业纷纷围猎中国精英人才以实现其在中国的本土化时，“走出去”的中国企业同样将目光和触角延伸到海外当地市场的高端人才。事实上，聘用国外精英人才为其服务，正是奥康成功展开海外扩张步伐的一个重要因素。
　　奥康第七战略：借助奥运助推
　　“很多人认为拿到奥运皮具供应商仅仅是一块合作的牌子而已，其实这种理解是错误的。借奥运行销可以获得超值回报。有奥运这个平台等于帮你做了一道宣传，所有杂志、刊物和网站上就已经做足宣传。我们也会用好这个机会全方位宣传自己。这是一个大活动，不是一块牌子。从某种意义来说，奥运其实也是公关的好机会”。
　　在王振滔的计划里，借力奥运，不仅是奥康超越国内市场同质化的机会，更有助于其把自己的品牌从“国内知名”推向“国际美誉”，实现在国际市场上质的飞跃。
　　“鞋业只有两家企业与奥运合作：阿迪达斯与奥康。我们印度的员工就知道，和奥运合作的企业不是小企业，也不是一般的企业。我们就需要把奥康的企业文化传递给所有员工。要知道在1984年的美国洛杉矶奥运会上，耐克正是通过参与这届奥运会，从一个行业新秀一举超越了当时的行业老大阿迪达斯。”这是在成为北京2008年奥运会皮具产品供应商后，经常被王振滔在不同场合提到的一段话。
　　“奥运精神跨越国界、跨越语言，这无疑是向世界展示中国品牌的绝佳机会，我们有足够的理由相信，奥运会不仅会打响一大批明星运动员的名字，更会打响一大批中国品牌的名字。”王振滔对于的奥运营销战略有着自己深刻的认识。“随着奥运的越来越近，全民的参与力度会越来越大，世界注目的焦点也在其上，这对企业美誉度来讲，也是提升很快的。”
　　中国轻工业联合会副会长徐永这样评价奥康成为奥运皮具产品供应商后的意义，“奥康与奥运的结缘，宣扬不分国界，不分种族的关怀，有利于其皮具产品更广泛的融入到世界人民的生活当中，在世界上确立了其品牌地位。”
　　我国制造企业国际化营销最大的困难在于建立国际品牌。奥康借助奥运平台的战略举措，无疑是营销国际化的理想途径，这将极大地提高奥康的国际知名度和美誉度。而奥康的目的还远不止于此。
　　“我们不仅仅关注2008年北京奥运会，我们已经在接触2012年伦敦奥运会组委会，欧洲是鞋业大市场”。

    诸葛长青：借助奥运会，可以迅速提升自己的品牌知名度。我们祝愿奥康一路走好，成为展示中华民族精神的杰出品牌。

   中国必胜，中国企业必胜。

   诸葛长青认为，未来的世界，必是中国产品的天下！

 祝福天下有缘者有求必应、天官赐福、事业腾飞、财源广进！

（本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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