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至如家快捷酒店连锁首席执行官孙坚: 品牌!品牌!品牌是你的生命线!

我是如家快捷酒店的忠实客户。 每当我出差,我都尽量住如家。

有两三个原因:我个人对C.F. Liao,微软中国的一个高级主管,的高度尊敬,按公司标准,他可以享受非常高档的宾馆,但他通常都住在便宜的旅馆里;有几个同事朋友也和我一样想法: 旅馆就是睡觉的地方而已; 并且我们喜欢如家,因为它足够干净,免费上网,可以免费阅读几本好书,最关键的是好的“软件----服务标准”给人的感觉确实不错。

到目前为止,我在上海和北京的如家酒店都有很好的体验。 我甚至还推荐了或帮助几个朋友预订了的如家。 如家连锁店(纳斯达克:HMIN)增长很快速:当我在2007年五、六月第一次接触如家时,如家有约270家分店,现在现在成长为400多家,特别是在去年与北斗星合并以后。我太太和我都挺喜欢这种业务模式,还曾经考虑加盟开一个分店,或许我就可以借此从IT苦海退休了。

然而,最近两次住如家的体验却非常失望。并不是有什么非常可怕的经历,但却和我对如家品牌的认知相去太远。

我过去说过,我个人职场生涯的第一个转机就是2001年听到的一个“Personal Branding”讲座。它是有对我的事业产生了巨大冲击,促使我思考并开始向现在的模式的转型。在那次讲座上,讲员说 “品牌是你最珍贵的资产——无论对个人或企业”。用非专业的定义,就是别人对你的“品牌”的“Perception”,通常可以用想到你时联想到的头几个词来描述那种感觉。例如,世界上的第一品牌是可口可乐,其品牌被Interbrand League Table估价为730亿美元。 可口可乐其实成本很少,但因为有了品牌,就可能比竞争者卖更高的价钱,即使谁也不能说清楚他们之间的区别。所以公司要不惜一切代价保护他们品牌。其中,1985年可口可乐改变配方口味后给全球市场带来的灾难性后果,早已成为市场学的经典案例。 (请见附录,或搜寻“可口可乐品牌变动的惯例”得到更多链接)。

现在,我认为如家正处在“Growing Pain”,在快速成长中遇到了的问题。衷心希望如家能知道不惜一切保护自己的品牌。对于我,如家给我的第一印象是:

•    如家: 干净,安全,舒适,温馨
•    儒家: 床头总有几本免费阅读的书,有些挺不错的推介。

然而,最近两次我在如家的经历违反了这两条品牌认知。我在天津一家如家入住时,没有找到书,打电话到前台,服务员说不是所有的如家酒店都有书。我倒,我甚至觉得如家违约了,因为当初我就是看到这项服务(有广告),才掏40元买的会员卡;就算不违约,如家也因为几家老鼠屎(加盟店),把自己品牌的特点抹杀了。  (PS : 当我凌晨2点打电话安排叫早服务时,居然没人接电话了。)

而另一次在深圳如家罗湖店的经历就更尴尬了。通常如家酒店是一个单独的小楼,至少独门独户。但是深圳如家罗湖店却在罗湖火车站附近租了几层楼,而三、四楼是一个很大的KTV(洗浴中心?)。但我带太太、孩子入住时,不得不和一些穿著特别的人挤在一个电梯。我的神耶,你应该看看我太太瞟我一眼时我脸上的表情。因为我总是很自豪的告诉我太太我出差都喜欢住如家,因为如家很干净安全。(PS:深圳如家罗湖店面临火车站前一条大街,而且三、四楼KTV深夜还非常喧闹。)

我这人有时很固执,尤其是当我真正喜欢某种东西(如家的商业模式)的时候;所以虽然我不会再到这几家分店,但不会就轻易放弃如家。不过,如家的决策层需要“严重”对待这个品牌问题,这也是国内连锁企业的共同问题,否则快速扩张也许不一定都是好事。

如果我是孙健,我甚至会关掉(重开)深圳如家罗湖店。因为任何一家门店,都要和公司的形象统一,否则顾客对一家店的印象,在另一家会产生差异感,就是失望了。许多火车站旁边店效益都不错,但通常是“一锤子”买卖,对于在纳斯达克上市的连锁店,全国范围的固定顾客群却是生命攸关的。

 

===== Wikipedia ====

==== Excerpt from www.wikipedia.com ====

On April 23, 1985, Coca-Cola, amid much publicity, attempted to change the formula of the drink. Some authorities believe that New Coke, as the reformulated drink was called, was invented specifically to respond to its commercial competitor, PepsiMusic (which had more lemon oil and less orange oil, and used vanillin rather than vanilla). Double-blind taste tests indicated that most consumers preferred the taste of Pepsi to Coke. In taste tests, drinkers were more likely to respond positively to sweeter drinks, and Pepsi had the advantage over Coke because it was much sweeter. Coca-Cola tinkered with the formula and created "New Coke". Follow-up taste tests revealed that most consumers preferred the taste of New Coke to both Coke and Pepsi.[citation needed] The reformulation was led by the then-CEO of the company, Roberto Goizueta, and the president Don Keough.

It is unclear what part long-time company president Robert W. Woodruff played in the reformulation. Goizueta claimed that Woodruff endorsed it a few months before his death in 1985; others have pointed out that, as the two men were alone when the matter was discussed, Goizueta might have misinterpreted the wishes of the dying Woodruff, who could speak only in monosyllables. It has also been alleged that Woodruff might not have been able to understand what Goizueta was telling him.[citation needed]

The commercial failure of New Coke therefore came as a grievous blow to the management of the Coca-Cola Company. It is possible that customers would not have noticed the change if it had been made secretly or gradually, and thus brand loyalty could have been maintained. Coca-Cola management was unprepared, however, for the nostalgic sentiments the drink aroused in the American public; some compared changing the Coke formula to rewriting the American Constitution.[citation needed]

The new Coca-Cola formula subsequently caused a public backlash. Gay Mullins, from Seattle, Washington, founded the Old Cola Drinkers of America organization, which attempted to sue the company, and lobbied for the formula of Old Coke to be released into the public domain. This and other protests caused the company to return to the old formula under the name Coca-Cola Classic on July 10, 1985. The company was later accused of performing this volte-face as an elaborate ruse to introduce a new product while reviving interest in the original. Donald Keough, company president at the time, responded to the accusation by declaring: "Some critics will say Coca-Cola made a marketing mistake. Some cynics will say that we planned the whole thing. The truth is we are not that dumb, and we are not that smart."

The Coca-Cola Company is the world's largest consumer of natural vanilla extract. When New Coke was introduced in 1985, this had a severe impact on the economy of Madagascar, a prime vanilla exporter, since New Coke used vanillin, a less-expensive synthetic substitute. Purchases of vanilla more than halved during this period. But the flop of New Coke brought a recovery.

Meanwhile, the market share for New Coke had dwindled to only 3% by 1986. The company renamed the product "Coke II" in 1992 (not to be confused with "Coke C2", a reduced-sugar cola launched by Coca-Cola in 2004). However, sales falloff caused a severe cutback in distribution. By 1998, it was sold in only a few places in the Midwestern U.S.

发表于 Mar 05 2008, 02:50 AM 作者 vincent

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About vincent

软通艾康(北京)科技有限公司,VP,CTO ☆1989年毕业于清华无线电系。1996年加入微软总部,曾任职于 Windows NT International、SBS、OLEDB/ADO、MSN、BI Platform、中国技术中心、平台及开发技术部等部门;同时兼有项目经理、研发、测试的产品开发团队经验,和市场与行业经验。曾参与MSN超大规模用户数据库,微软BizSharp商业智能平台的开发;曾担任Microsoft Business Scorecard V1的主要研发人员。对超大规模高效能数据库及网络开发,企业级商业智能及解决方案有丰富经验。2005年回国,曾创建微软中国RFID创新实验室。曾任微软中国软件架构首席顾问,致力于推广微软新技术与企业应用软件架构理念。 ☆2008年12月创立诺金永信(北京)科技有限公司,重点在医疗信息系统软件行业的咨询、研发、实施,结合国外先进经验与国内市场特色,开拓第三代医疗信息软件市场。 ☆2011年2月并入软通动力集团公司,更名软通艾康(北京)科技有限公司,开拓健康服务平台。 ☆同时对医疗行业应用,个人职场规划、企业创新生命周期管理有独到研究,曾在一些院校与单位培训演讲。部分讲稿被收录在个人网页http://www.vincentfengyang.com

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