世界500强CEO访谈 第61期:卡夫食品艾琳罗森菲尔德 渡过经济萧条期(3)

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　　罗森菲尔德：你午饭准备吃什么呢？如果我告诉你，我可以为你提供烤奶酪和一碗汤，难道你不会感到很高兴吗？

　　Reporter: I love a good grilled cheese sandwich and a bowl of soup but if I’m packing lunch for the kids in the morning, it’s really tough to pack a grilled cheese sandwich for lunch for kids seven hours later.

　　记者：我喜欢烤奶酪三明治和汤，但是如果我要在早上为孩子们打包准备午饭的话，我想给他们准备一个烤奶酪三明治作为7个小时以后的午餐会很困难吧！

　　Rosenfeld: No, it works just fine. You stick it right in the microwave and it tastes just delicious.

　　罗森菲尔德：不会的，到时你把它放在微波炉里热一下，仍然会美味可口。

　　Reporter: Tell me about Chinese Oreo’s.

　　记者：请跟我们说一下中国的奥利奥。

　　Rosenfeld: Oreo’s in China, you mean.

　　罗森菲尔德：你的意思是指，我们在中国的奥利奥产品吗？

　　Reporter: Oreo’s in China, right and that’s sort of the root of the question, I mean you guys have this iconic brand. Oreo’s—and amazing success story in this country, a billion dollar brand for you. You try to grow it internationally, you take it overseas and it doesn’t really work out. So you reinvent them into something that, in this country anyway wouldn’t be recognizable as an Oreo cookie. Tell us the story of how you went to China and said, “listen，we’ve got to get 1.3 billion Chinese eating Oreo’s”.

　　记者：是的，在中国的奥利奥产品，就是要问这个。我的意思是你们的这个传统品牌，奥利奥在中国取得了很大的成功，你们从中赚取了10亿美元。所以你们想要这个产品国际化，把它引进到其他的一些海外国家中，但是它并没有获得成功。然后你们对它进行重新改造，使得在其他国家，消费者并不把它当作是一种奥利奥曲奇饼干。请跟我们说一下您是怎样打入中国市场的，并且说“我们要让中国的13亿人口都吃奥利奥产品”的。

　　Rosenfeld: Well it starts with the fact that we began by giving the responsibility of making some of those decisions back to our local managers. In the past, we would have mandated² what an Oreo looked like around the world from Northfield, Illinois. And that wasn’t necessarily consistent with what consumers in the local markets were eating. So what we found was sandwich cookies as a format³ is just not appealing to Chinese consumers but wafer formats⁴ are what they are eating. We know we have to make a shift. And so all we did was take the flavoring and the strong cocoa taste of our Oreo together with some of the fabulous⁵ marketing⁶ that we’ve done around the world and brought it to the Chinese consumer. And we are pleased to see that it is the fastest growing biscuit in China right now.

　　罗森菲尔德：这开始于我们开始将作决定的责任分配给当地的经理人这一事实。在过去，我们将决定奥利奥品牌在世界上如何发展的权利都给了伊利诺伊州北地市，但是那有时候与当地顾客习惯吃的食品有很大出入。所以后来我们发现，三明治曲奇对中国消费者并没有吸引力，他们喜欢吃的是薄脆饼。因而我们知道我们必须要进行一些调整。所以我们就将调味料和奥利奥浓郁的可可粉味道结合到一起，并将产品以我们在世界上采用过的优秀市场营销方式带给中国的消费者。我们很高兴看到，我们的产品是中国饼干发展最快的一个品牌。

　　Reporter: You stopped planting flags so you are not looking to expand into other countries, you’re going to grow where you are.

　　记者：你们现在并没有将业务继续打入其他的国家了，你们是要在已有的业务基础上继续不断发展吗？

　　Rosenfeld: Well, we’re in 150 countries so it’s less a question of going to new countries but we have chosen to focus our resources on those ten countries that we think are most important to our future. Of the ten countries, half of them are developing markets where we’ve continued to have significant double digit⁷ growth, and I think we will continue to see strong growth into the future. The other half are solid markets like what we see in Western Europe that have been strong markets for our brands.

　　罗森菲尔德：我们的企业在150个国家都有分支，所以对于我们来说继续将业务拓展到一些新的国家并不是什么问题。但是我们最终选择将我们的重心放在有利于我们未来发展的那10个国家，其中一半是发展中国家，在那里我们的业务将会有两位数的增长，那会使我们有更好的未来发展。剩下的一半是稳定的市场，比如说我们在西欧的市场，我们的品牌在那里有广阔的市场。

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