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Google in China

by Mike Chalmers Mike Chalmers No Comments

Recently, it was reported that Google has threatened to end its operations in China if the government continues to censor search results. Summarizing the situation, Normandy Madden shows the beginnings, and possible endings of Google’s attempts to conquer the Chinese search space.

Google’s largest competitor in the country, Baidu, handles more than twice the search business, and remains strong. Madden points out that “Google has never been a big believer in traditional marketing anywhere, including China…”

On the other hand, “Baidu is an active advertiser in TV, out-of-home and digital media”. Other issues referenced include that Google’s strategic execution in China was poor, and that it was not seen as truly Chinese, in contrast to the competition.

Even in terms of branding, the Chinese had difficulty pronouncing and spelling the name. Several cultural factors, and even arrogance are listed as factors that diminished Google’s chances in China. Even so, Madden cites Kaiser Kuo as saying Google’s success was “nothing to sneeze at…. 80-plus million people.”

The conversation over what seemingly went wrong is important, but certainly, Google did not utterly fail in China. They are currently second place. Still, on the surface it does appear that the company could have garnered more market share, if correcting some of its blunders.

How much more is uncertain. “Why Google Wasn’t Winning” does outline briefly several problems and reasons Baidu is winning. However, it’s not clear whether the issues mentioned, in sum, equate to the difference between Google and Baidu.

Whatever the core reasons for Google’s potential departure from China, the distinctions between the two firms in the article are reason to pay close attention. As new American businesses enter the Chinese marketplace and indeed any culturally distinct market, understanding how local firms operate is essential. Being ready to compete requires this much at least.

More importantly, operating ethically and free from human rights concerns is imperative. What the government does in response to Google’s pleas for free speech will be key, and may determine whether we see the next leg of a competitive race, or simply an exit, stage left for the tech giant.

Madden, N. (2010, January 14). “Why Google wasn’t winning in China anyway.” Advertising Age. http://adage.com/article/digital/digital-marketing-google-winning-china/141493/

The NHL and its Tech Savvy Fans

by Mike Chalmers Mike Chalmers No Comments

According to Mike Shields, NHL fans are an under-served market, starved for hockey. He points to NHL sales and marketing executive Keith Wachtel who said, “If you ask the average fan where they get their NFL information, they’ll say ESPN.com or the local paper… For our fans, they start on NHL.com.”1

Market Analysis

The implications from this are twofold. First, other sports fans find more of the details they need through major media outlets, whereas hockey fans are not as fulfilled in this way. Second, the NHL has found a way to address this shortcoming through its digital offerings.

In 2006, the league determined to improve its digital services. It hired a former NFL executive, whose research revealed that hockey fans were “younger, more affluent and tech-savvy than fans of other major sports.”

The figures were telling. Ninety-two percent owned computers, and thirty six percent had digital cable. The NHL introduced innovations online, redesigning its website to deliver more content—and in particular, more video.

The success of the site has been evident in its traffic analytics, with thirteen million unique users for the season. Nearly half of those are from the US.

High-Tech, Media-Rich Approach

Beyond serving the needs of fans better, new partnership opportunities arose with companies such as Electronic Arts and Timberland. Both featured custom video series to showcase NHL athletes, and linked the sport with the respective brands. The league expects to do four or more such deals with partner brands annually.

The NHL receives far less attention via US media than here in Canada. What that means in terms of brand reach outside of our Northern hockey paradise is important. With so many teams in the US it’s easy to see how many fans could be frustrated in this day of free-flowing information, not having easily accessible hockey news and statistics.

Hockey fans can go to ESPN.com and elsewhere to find some of the NHL experience. But the league has determined that its fans are not as well served as other sports through the usual outlets. By offering a richer hockey experience, NHL.com has reaped rewards, primarily through sponsorships and happier fans.

Early Results, Further Developments Needed

The site has generated distribution contracts with iTunes, YouTube and Yahoo! Sports, among others. The NHL identifies hockey fans as young and affluent. That’s a fact that raises more questions that will be important to answer in the coming years. It also demonstrates that one sport may be very different from another in terms of demographic features.

It’s no secret that to play hockey requires significantly more capital than say, soccer. Is there a strong link in hockey between those who grow up playing the sport and those who watch it as adults? Another question that arises is whether the NHL can reach less affluent fans and increase its market share, or if media limitations might hinder such an effort. The league may not want to do so, which is a different matter altogether.

Turning Weaknesses into Strengths

What the NHL appears to have done with its flagship website is turn a serious service deficiency for its fans into an opportunity to increase market reach and attract special deals with major global brands. Shields’ article speaks more generally to the notion that as as marketers we must always seek to uncover weaknesses in our strategy.

As the case has been for the NHL, challenges in systems in which we may have little control can be overcome by turning a weakness for other industries into a strength with great dividends.

With discovery of weaknesses come potential areas of improvement and opportunities for growth.

[1] Shields, M. (2009). On Thick Ice. MediaWeek, 19(36), 6.