Appendix: Survey results. Domestic companies in China Taking on the competition

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1 Appendix: Survey results Appendix: Survey results A total of 176 senior executives from domestic companies in China participated in our survey, which was conducted in May and June 200. Our thanks to all those who shared their time and insights. Figures may not add to 0 due to rounding Which is your company's main business? Construction and real estate Automotive 4 Telecoms 3 Professional services 3 Logistics and distribution 7 Healthcare, pharmaceuticals and biotechnology 3 Financial services 7 Energy and natural resources 6 Consumer goods 7 Entertainment, media and publishing 1 IT and technology Manufacturing 22 Retailing 6 Transportation, travel and tourism 3 Agriculture and agribusiness 3 Chemicals 7 What is your company's annual revenue? Rmb0m to Rmb00m 29 Rmbbn to Rmb0bn Rmb00m to Rmb1bn 13 Rmb1bn to Rmbbn 28 More than Rmb0bn 1 Rmb0m or less 19 The Economist Intelligence Unit

2 Appendix: Survey results What is the size of your company's workforce? More than Between 20 and 0 8 Between and 40 1 Less than 20 4 Between 0 and 12 Which of the following best describes your title? CIO/Technology director 3 SVP/VP/Director 20 CEO/President/Managing director 24 Manager Head of business unit 1 Other C-level executive 9 Head of department 21 Board member 11 CFO/Treasurer/Comptroller 7 82 The Economist Intelligence Unit 200

3 Appendix: Survey results 1. In any given year, how important to your company are the following indicators to measuring business performance? Rate on a scale of 1 to, where 1=Not important and =Very important. Revenue & revenue growth Market share Operating profit & growth Return on equity Return on investment Productivity Size relative to rivals Overseas presence To what degree are the following factors competitive advantages for your company? Rate on a scale of 1 to, where 1=Not at all and =A major competitive advantage. Operational costs Brand Government support Distribution channels Speed to market R&D capability Supply-chain efficiency Effective leadership Committed workforce Where do ideas for strategic initiatives in your firm come from? Select up to three options. Strategies of competitors Strategies of leading global firms in your industry Strategies of leading global firms outside your industry Ideas of well-known Chinese management gurus External consultants Other Ideas of well-known international management gurus The Economist Intelligence Unit

4 Appendix: Survey results 4. What is your company s current strategic focus? Select up to three options. Marketing and brand building Customer-service standards Product and process technology IT systems Human-capital development Capacity Diversification Achievement of greater business focus Stockmarket listing What are your company s main target markets for the next three years? Select up to three options. Mainland China North-east Asia (Japan, South Korea) South-east Asia Europe and Russia North America Middle East and Africa Taiwan, Hong Kong and Macau Australia and New Zealand South Asia Latin America Which companies in China are your main competitors? Select up to three options. Domestic large state-owned Domestic private Taiwan, Hong Kong or Macau-invested firms Domestic collectives European firms Other Asian firms North American firms Domestic small state-owned The Economist Intelligence Unit 200

5 Appendix: Survey results 7. What kind of tie-ups with other firms does your company have planned? Establishing strategic alliances Establishing joint ventures No tie-ups planned M&A Other For your company, what are the main purposes of securing tie-ups with other firms? Select up to three options. To improve position in the domestic market Access to higher growth business areas Access to technology To improve access to overseas markets Diversification of risk Access to a brand Access to management expertise Other How important is each of the following to the making of major decisions in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. The board of directors Senior management Senior-most executive (founder, chairman, CEO, president or managing director) The workers The Economist Intelligence Unit 200 8

6 Appendix: Survey results. How important is each of the following criteria when hiring top executives at your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Personal qualities Experience Formal education level Relationship with existing executives Relationship with government/officials Cost of compensation package How important is each of the following criteria in determining general pay scales in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Benchmarking within the industry Performance Age / seniority Government norms How important is each of the following strategies in recruiting and retaining staff in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Higher level of basic pay Higher level of performance- related pay Opportunities for promotion Company image Company location Opportunities for training & development The Economist Intelligence Unit 200

7 Appendix: Survey results 13. From what sources do you hire educated staff? Rank these five options from 1=Most common source to =Least common source. Rank State-owned enterprises Private domestic companies Foreign companies New graduates Mainland Chinese returnees What are the key weaknesses of staff in your company? Select up to three options. Lack of innovation and creativity Lack of strategic thinking Poor communication skills Inflexibility Lack of quality consciousness Inability to work independently Poor people-management skills Lack of work ethic How difficult is each of the following financial challenges to your company? Rate on a scale of 1-, with 1=Not at all difficult and =Very difficult. Accessing sources of finance Maintaining internal financial controls Managing credit with supplier/customer Ensuring effective risk management The Economist Intelligence Unit

8 Appendix: Survey results 16. What proportion of your company s annual funding comes from the following sources? 0-2% 2-0% 0-7% Over 7% Don't know Family / friends Formal banking sector Retained earnings Formal capital markets Informal financial sector Which of the following pose the greatest risk to the success of your company s business plan? Select up to three options. Intensifying pricing pressure Unethical behaviour by managers or employees IT or logistics failures Government intervention in the banking system Other Shortages of working capital When seeking to forecast the likely success of planned investment projects, which, if any, of the following macroeconomic risks does your company take into account? Select all that apply. Pace of growth of domestic market Higher interest rates Exchange-rate change External protectionism Political instability Pace of growth of external markets Don t know Other The Economist Intelligence Unit 200

9 Appendix: Survey results 19. Which of the following do you perceive as affecting your pricing power? Rate on a scale of 1-, with 1=Significantly increasing pricing power and =Significantly eroding it. Competition The number of buyers/customers The threat of substitute goods/services Economies of scale Finance cost and efficiency: tick those statements that apply. I know the total cost to our firm of operating the business function 66 Our firm has established a finance-shared service centre 1 Our firm has outsourced portions of finance operations Our firm manages finance operations at % [ENTER % BELOW] of total revenue 26 Our firm is considering setting up a finance-shared service centre 13 Our firm is considering outsourcing portions of its finance operations 6 Enter % here: Average 2 Highest 20 Lowest 0 Standard deviation 21. Do you consider the following to be innovators? Yes No Your company Your Chinese competitors Your international competitors The Economist Intelligence Unit

10 Appendix: Survey results 22. How important is innovation as a tool of competitiveness? Critical 77 Important 22 Somewhat important In what ways is innovation manifested in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Brand Product design Product quality Distribution Manufacturing process Service quality What percent of your company s revenue is contributed by products or services launched within the past 36 months? 60-80% % % % 18 Don't know % The Economist Intelligence Unit 200

11 Appendix: Survey results 2. How important to your company is each of the following factors in encouraging technological innovation? Rate on a scale of 1-, with 1=Unimportant and =Very important. Government-funded research and development Company-level research and development departments Company-level programmes to reward ideas from staff and managers Laws to protect intellectual-property rights Enforcement of intellectual-property rights Size of company What is your company's primary marketing activity? Select one option. Sponsorship 11 Media advertising 61 Events and roadshows 18 Direct mail 27. When conducting marketing, which of the following tools does your company use? Choose up to three. Pre-marketing research 73 Post-marketing research 37 Local consultants 16 Domestic advertising agencies 3 Foreign consultants Foreign advertising agencies 7 The Economist Intelligence Unit

12 Appendix: Survey results 28. How important to your company is each of the following considerations when planning marketing initiatives? Rate on a scale of 1-, with 1=Unimportant and =Very important. Boosting short-term sales Gaining market share by value Generating product awareness Generating brand awareness Generating customer loyalty How would you define the role of a brand? Select one option. A name for a product/service/ company 9 Something that reflects the values and culture of your product/service/company 76 Something that helps people recognise your product/ service/company Something that stands for the benefits of your product/ service/company 30. How often does your company formally check the health/status of your brand? Select one option. Regularly through a tracking study 74 Once a year Only when there is a new product launch 3 Never 7 Don t know 6 92 The Economist Intelligence Unit 200

13 Appendix: Survey results 31. How important a challenge will each of the following be to your company s brand in the next five years in China? Rate on a scale of 1-, with 1=Unimportant and =Very important. Growing competition Ability to premium price Counterfeit brands Sustaining continued investment in brand building The Economist Intelligence Unit

14 Appendix: Survey results/manufacturing cluster only Appendix: Survey results/ manufacturing cluster only Filter: Manufacturing [agriculture & agribusiness, automotive, chemicals, consumer goods, energy & natural resources, pharmaceuticals & biotechnology, manufacturing] The base is 94 respondents, except where specified Figures may not add to 0% due to rounding Which is your company's main business? Healthcare, pharmaceuticals and biotechnology 6 Energy and natural resources 12 Consumer goods 14 Chemicals 14 Manufacturing 41 Agriculture and agribusiness Automotive 7 What is your company's annual revenue? Rmb1bn to Rmbbn 34 Rmb00m to Rmb1bn Rmb0m to Rmb00m 29 Rmbbn to Rmb0bn 1 More than Rmb0bn 2 Rmb0m or less The Economist Intelligence Unit 200

15 Appendix: Survey results/manufacturing cluster only What is the size of your company's workforce? More than Less than 20 1 Between and 40 Between 20 and Between 0 and 7 Which of the following best describes your title? CEO/President/Managing director 23 Manager 2 Head of business unit 1 Other C-level executive 9 CFO/Treasurer/Comptroller 11 CIO/Technology director 3 SVP/VP/Director 21 Head of department 20 Board member The Economist Intelligence Unit 200 9

16 Appendix: Survey results/manufacturing cluster only 1. In any given year, how important to your company are the following indicators to measuring business performance? Please rate on a scale of 1 to, where 1=Not important and =Very important. Revenue & revenue growth Market share Operating profit & growth Return on equity Return on investment Productivity Size relative to rivals Overseas presence To what degree are the following factors competitive advantages for your company? Rate on a scale of 1 to, where 1=Not at all and =A major competitive advantage. Operational costs Brand Government support Distribution channels Speed to market R&D capability Supply-chain efficiency Effective leadership Committed workforce Where do ideas for strategic initiatives in your firm come from? Select up to three options. Strategies of leading global firms in your industry Strategies of competitors External consultants Strategies of leading global firms outside your industry Ideas of well-known Chinese management gurus Other Ideas of well-known international management gurus Base : 92 respondents 96 The Economist Intelligence Unit 200

17 Appendix: Survey results/manufacturing cluster only 4. What is your company s current strategic focus? Select up to three options. Marketing and brand building Product and process technology Customer-service standards Capacity Diversification IT systems Human-capital development Achievement of greater business focus Stockmarket listing Base : 92 respondents 62. What are your company s main target markets for the next three years? Select up to three options. Mainland China North-east Asia (Japan, South Korea) South-east Asia Europe and Russia North America Middle East and Africa Taiwan, Hong Kong and Macau Australia and New Zealand South Asia Latin America Base : 92 respondents 6. Which companies in China are your main competitors? Select up to three options. Domestic large state-owned Domestic private European firms Taiwan, Hong Kong or Macau-invested firms Domestic small state-owned Other Asian firms North American firms Domestic collectives Base : 92 respondents The Economist Intelligence Unit

18 Appendix: Survey results/manufacturing cluster only 7. What kind of tie-ups with other firms does your company have planned? Establishing strategic alliances Establishing joint ventures M&A No tie-ups planned Other Base : 91 respondents 8. For your company, what are the main purposes of securing tie-ups with other firms? Select up to three options. To improve position in the domestic market Access to higher growth business areas Access to technology To improve access to overseas markets Diversification of risk Access to a brand Other Access to management expertise Base : 91 respondents 9. How important is each of the following to the making of major decisions in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. The board of directors Senior management Senior-most executive (founder, chairman, CEO, president or managing director) The workers The Economist Intelligence Unit 200

19 Appendix: Survey results/manufacturing cluster only. How important is each of the following criteria when hiring top executives at your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Personal qualities Experience Formal education level Relationship with existing executives Relationship with government/officials Cost of compensation package How important is each of the following criteria in determining general pay scales in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Benchmarking within the industry Performance Age / seniority Government norms How important is each of the following strategies in recruiting and retaining staff in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Higher level of basic pay Higher level of performance- related pay Opportunities for promotion Company image Company location Opportunities for training & development The Economist Intelligence Unit

20 Appendix: Survey results/manufacturing cluster only 13. From what sources do you hire educated staff? Rank these five options from 1=Most common source to =Least common source. Rank State-owned enterprises Private domestic companies Foreign companies New graduates Mainland Chinese returnees What are the key weaknesses of staff in your company? Select up to three options. Lack of innovation and creativity Lack of strategic thinking Poor communication skills Lack of quality consciousness Inflexibility Inability to work independently Poor people-management skills Lack of work ethic Base : 92 respondents 1. How difficult is each of the following financial challenges to your company? Rate on a scale of 1-, with 1=Not at all difficult and =Very difficult. Accessing sources of finance Maintaining internal financial controls Managing credit with supplier/customer Ensuring effective risk management The Economist Intelligence Unit 200

21 Appendix: Survey results/manufacturing cluster only 16. What proportion of your company s annual funding comes from the following sources? 0-2% 2-0% 0-7% Over 7% Don't know Family / friends Formal banking sector Retained earnings Formal capital markets Informal financial sector Which of the following pose the greatest risk to the success of your company s business plan? Select up to three options. Intensifying pricing pressure IT or logistics failures Unethical behaviour by managers or employees Government intervention in the banking system Shortages of working capital Other Base : 91 respondents 18. When seeking to forecast the likely success of planned investment projects, which, if any, of the following macroeconomic risks does your company take into account? Select all that apply. Pace of growth of domestic market Exchange-rate change External protectionism Higher interest rates Pace of growth of external markets Political instability Other Don t know The Economist Intelligence Unit 200 1

22 Appendix: Survey results/manufacturing cluster only 19. Which of the following do you perceive as affecting your pricing power? Rate on a scale of 1-, with 1=Significantly increasing pricing power and =Significantly eroding it. Competition The number of buyers/customers The threat of substitute goods/services Economies of scale Finance cost and efficiency: tick those statements that apply. I know the total cost to our firm of operating the business function 6 Our firm has established a finance-shared service centre 3 Our firm has outsourced portions of finance operations 2 Our firm manages finance operations at % [ENTER % BELOW] of total revenue 29 Our firm is considering setting up a finance-shared service centre 16 Our firm is considering outsourcing portions of its finance operations 7 Enter % here: Average 2 Highest 20 Lowest 0 Standard deviation Do you consider the following to be innovators? Yes No Your company Your Chinese competitors Your international competitors The Economist Intelligence Unit 200

23 Appendix: Survey results/manufacturing cluster only 22. How important is innovation as a tool of competitiveness? Critical 76 Important In what ways is innovation manifested in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Brand Product design Product quality Distribution Manufacturing process Service quality What percent of your company s revenue is contributed by products or services launched within the past 36 months? 40-60% % % % % 17 Don't know Base : 93 respondents The Economist Intelligence Unit 200 3

24 Appendix: Survey results/manufacturing cluster only 2. How important to your company is each of the following factors in encouraging technological innovation Rate on a scale of 1-, with 1=Unimportant and =Very important. Government-funded research and development Company-level research and development departments Company-level programmes to reward ideas from staff and managers Laws to protect intellectual-property rights Enforcement of intellectual-property rights Size of company What is your company's primary marketing activity? Select one option. Media advertising 61 Sponsorship 13 Events and roadshows 16 Direct mail Base : 93 respondents 27. When conducting marketing, which of the following tools does your company use? Choose up to three. Pre-marketing research 78 Post-marketing research 38 Local consultants 19 Domestic advertising agencies 6 Foreign consultants 4 Foreign advertising agencies 9 Base : 91 respondents 4 The Economist Intelligence Unit 200

25 Appendix: Survey results/manufacturing cluster only 28. How important to your company is each of the following considerations when planning marketing initiatives? Rate on a scale of 1-, with 1=Unimportant and =Very important. Boosting short-term sales Gaining market share by value Generating product awareness Generating brand awareness Generating customer loyalty Base : 93 respondents 29. How would you define the role of a brand? Select one option. Something that reflects the values and culture of your product/service/company 80 A name for a product/service/ company 9 Something that helps people recognise your product/ service/company Something that stands for the benefits of your product/ service/company 6 Base : 93 respondents 30. How often does your company formally check the health/status of your brand? Select one option. Regularly through a tracking study 7 Once a year 12 Only when there is a new product launch 2 Never Don t know Base : 93 respondents The Economist Intelligence Unit 200

26 Appendix: Survey results/manufacturing cluster only 31. How important a challenge will each of the following be to your company s brand in the next five years in China? Rate on a scale of 1-, with 1=Unimportant and =Very important. Growing competition Ability to premium price Counterfeit brands Sustaining continued investment in brand building Base : 93 respondents 6 The Economist Intelligence Unit 200

27 Appendix: Survey results/ services cluster only Appendix: Survey results/services cluster only Filter: Financial services, logistics & distribution, retailing, professional services The base is 42 respondents, except where specified Figures may not add to 0% due to rounding Which is your company's main business? Logistics and distribution 31 Professional services 12 Retailing 26 Financial services 31 What is your company's annual revenue? Rmbbn to Rmb0bn Rmb0m to Rmb00m 26 Rmb00m to Rmb1bn 19 Rmb0m or less 33 Rmb1bn to Rmbbn 17 The Economist Intelligence Unit 200 7

28 Appendix: Survey results/services cluster only What is the size of your company's workforce? More than Between 20 and 0 19 Between and Between 0 and 21 Less than 20 Which of the following best describes your title? CIO/Technology director 2 SVP/VP/Director 19 CEO/President/Managing director 26 Manager 7 Other C-level executive Head of department 26 Board member 12 CFO/Treasurer/Comptroller 2 8 The Economist Intelligence Unit 200

29 Appendix: Survey results/services cluster only 1. In any given year, how important to your company are the following indicators to measuring business performance? Please rate on a scale of 1 to, where 1=Not important and =Very important. Revenue & revenue growth Market share Operating profit & growth Return on equity Return on investment Productivity Size relative to rivals Overseas presence To what degree are the following factors competitive advantages for your company? Rate on a scale of 1 to, where 1=Not at all and =A major competitive advantage. Operational costs Brand Government support Distribution channels Speed to market R&D capability Supply-chain efficiency Effective leadership Committed workforce Where do ideas for strategic initiatives in your firm come from? Select up to three options. Strategies of competitors Strategies of leading global firms in your industry Strategies of leading global firms outside your industry Ideas of well-known Chinese management gurus Other External consultants Ideas of well-known international management gurus The Economist Intelligence Unit 200 9

30 Appendix: Survey results/services cluster only 4. What is your company s current strategic focus? Select up to three options. Customer-service standards Marketing and brand building Human-capital development IT systems Product and process technology Diversification Capacity Stockmarket listing Achievement of greater business focus What are your company s main target markets for the next three years? Select up to three options. Mainland China 93 North-east Asia (Japan, South Korea) North America Taiwan, Hong Kong and Macau South-east Asia Middle East and Africa Europe and Russia Australia and New Zealand Latin America South Asia Which companies in China are your main competitors? Select up to three options. Domestic large state-owned Domestic private Domestic collectives Other Asian firms Taiwan, Hong Kong or Macau-invested firms North American firms European firms Domestic small state-owned The Economist Intelligence Unit 200

31 Appendix: Survey results/services cluster only 7. What kind of tie-ups with other firms does your company have planned? No tie-ups planned Establishing strategic alliances Establishing joint ventures M&A Other Base : 41 respondents 8. For your company, what are the main purposes of securing tie-ups with other firms? Select up to three options. To improve position in the domestic market Access to higher growth business areas Access to technology Diversification of risk Access to a brand To improve access to overseas markets Access to management expertise Other How important is each of the following to the making of major decisions in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. The board of directors Senior management Senior-most executive (founder, chairman, CEO, president or managing director) The workers The Economist Intelligence Unit

32 Appendix: Survey results/services cluster only. How important is each of the following criteria when hiring top executives at your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Personal qualities Experience Formal education level Relationship with existing executives Relationship with government/officials Cost of compensation package How important is each of the following criteria in determining general pay scales in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Benchmarking within the industry Performance Age / seniority Government norms How important is each of the following strategies in recruiting and retaining staff in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Higher level of basic pay Higher level of performance- related pay Opportunities for promotion Company image Company location Opportunities for training & development The Economist Intelligence Unit 200

33 Appendix: Survey results/services cluster only 13. From what sources do you hire educated staff? Rank these five options from 1=Most common source to =Least common source. Rank State-owned enterprises Private domestic companies Foreign companies New graduates Mainland Chinese returnees What are the key weaknesses of staff in your company? Select up to three options. Lack of innovation and creativity Lack of strategic thinking Poor communication skills Inflexibility Inability to work independently Lack of quality consciousness Poor people-management skills Lack of work ethic How difficult is each of the following financial challenges to your company? Rate on a scale of 1-, with 1=Not at all difficult and =Very difficult. Accessing sources of finance Maintaining internal financial controls Managing credit with supplier/customer Ensuring effective risk management The Economist Intelligence Unit

34 Appendix: Survey results/services cluster only 16. What proportion of your company s annual funding comes from the following sources? 0-2% 2-0% 0-7% Over 7% Don't know Family / friends Formal banking sector Retained earnings Formal capital markets Informal financial sector Which of the following pose the greatest risk to the success of your company s business plan? Select up to three options. Intensifying pricing pressure Unethical behaviour by managers or employees IT or logistics failures Other Government intervention in the banking system Shortages of working capital Base : 41 respondents 18. When seeking to forecast the likely success of planned investment projects, which, if any, of the following macroeconomic risks does your company take into account? Select all that apply. Pace of growth of domestic market Higher interest rates Exchange-rate change Pace of growth of external markets Political instability External protectionism Other Don t know Base : 41 respondents 114 The Economist Intelligence Unit 200

35 Appendix: Survey results/services cluster only 19. Which of the following do you perceive as affecting your pricing power? Rate on a scale of 1-, with 1=Significantly increasing pricing power and =Significantly eroding it. Competition The number of buyers/customers The threat of substitute goods/services Economies of scale Base : 41 respondents 20. Finance cost and efficiency: tick those statements that apply. I know the total cost to our firm of operating the business function 70 Our firm has established a finance-shared service centre 4 Our firm has outsourced portions of finance operations 8 Our firm manages finance operations at % [ENTER % BELOW] of total revenue 2 Our firm is considering setting up a finance-shared service centre 8 Our firm is considering outsourcing portions of its finance operations 3 Base : 40 respondents Enter % here: Average 3 Highest 20 Lowest 0 Standard deviation Do you consider the following to be innovators? Yes No Your company Your Chinese competitors Your international competitors Base : 41 respondents The Economist Intelligence Unit

36 Appendix: Survey results/services cluster only 22. How important is innovation as a tool of competitiveness? Critical 80 Important 20 Somewhat important = 0 Base : 41 respondents Not important = In what ways is innovation manifested in your company? Rate on a scale of 1-, with 1=Unimportant and =Very important. Brand Product design Product quality Distribution Manufacturing process Service quality Base : 41 respondents 24. What percent of your company s revenue is contributed by products or services launched within the past 36 months? 40-60% % 20-40% % % 39 Don't know Base : 41 respondents 116 The Economist Intelligence Unit 200

37 Appendix: Survey results/services cluster only 2. How important to your company is each of the following factors in encouraging technological innovation? Rate on a scale of 1-, with 1=Unimportant and =Very important)? Government-funded research and development Company-level research and development departments Company-level programmes to reward ideas from staff and managers Laws to protect intellectual-property rights Enforcement of intellectual-property rights Size of company Base : 41 respondents 26. What is your company's primary marketing activity? Select one option. Sponsorship Media advertising 49 Events and roadshows 27 Direct mail 1 Base : 41 respondents 27. When conducting marketing, which of the following tools does your company use? Choose up to three. Pre-marketing research 66 Post-marketing research 44 Local consultants 1 Domestic advertising agencies 44 Foreign consultants 7 Foreign advertising agencies 7 Base : 41 respondents The Economist Intelligence Unit

38 Appendix: Survey results/services cluster only 28. How important to your company is each of the following considerations when planning marketing initiatives? Rate on a scale of 1-, with 1=Unimportant and =Very important. Boosting short-term sales Gaining market share by value Generating product awareness Generating brand awareness Generating customer loyalty Base : 41 respondents 29. How would you define the role of a brand? Select one option. Something that reflects the values and culture of your product/service/company 61 Base : 41 respondents A name for a product/service/ company 12 Something that helps people recognise your product/ service/company 22 Something that stands for the benefits of your product/ service/company 30. How often does your company formally check the health/status of your brand? Select one option. Regularly through a tracking study 78 Once a year 2 Only when there is a new product launch 2 Never Don t know 12 Base : 41 respondents 118 The Economist Intelligence Unit 200

39 Appendix: Survey results/services cluster only 31. How important a challenge will each of the following be to your company s brand in the next five years in China? Rate on a scale of 1-, with 1=Unimportant and =Very important. Growing competition Ability to premium price Counterfeit brands Sustaining continued investment in brand building Base : 41 respondents The Economist Intelligence Unit

40 Appendix: Survey results/services cluster only 120 The Economist Intelligence Unit 200

41

100% 90% 75% 50% 25% 10% Closing the Gap: Designing and Delivering a Strategy that Works. Appendix. Written by The Economist Intelligence Unit

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