ChapterOneIntroductionBeijingTongrentangisawell-knowntime-honoredbrandintheChinesemedicineindustry,andalsothefirstbrandintheChinesemedicineindustry.Inthefiercemarketcompetition,branddominatesthelifeofproductsanddeterminestheriseandfallofenterprises.Intheprocessofinternationalization,howdoesTongrentangcultivatefamousbrandsthroughtheintegrateduseofbrandstrategydesign,brandcommunicationmeans,aswellascorporatecultureandproductadvantages,soastobetterenhancethebrandimageandbrandvalueofTongrentang,andbecomeanadvantageousbrandandinternationalfamousbrand.Thebrandisanimportantintangibleassetofanenterprise.Atthesametime,thebrandisacomprehensiveembodimentofthequality,reputationandimageofanenterprise,ItisanimportanttoolandpowerfulweaponforChinesetraditionalmedicineenterprisestoadapttoeconomicglobalizationandimprovemarketcompetitiveness,whichisasignificantissueofthetimes.Inthispaper,theauthorhopestocombinetherelevanttheoriesathomeandabroadwiththehistoryandcurrentsituationofBeijingTongrentangthroughtheguidanceofhistutor,tothinkdeeplyaboutthebrandinternationalizationofTongrentang,andputforwardhisownideas,soastoachievetheeffectofthrowingbricksandattractingjade.1.1 ConceptofBrandInternationalizationBrandglobalizationistheprocessinwhichenterpriseslaunchglobalbrandsintheircross-borderproductionandoperationactivities,andoccupytheworldmarket.Inglobalmarketingactivities,enterprisesestablishtheirownbrandpositioningimageandachieveaglobalgoal.Wemustnotonlyuseourownresourcesandmarkets,butalsouseforeignresourcesandmarketstoconducttransnationaloperations,thatis,invest,produce,organizeandplanInternationalmarketingactivitiesabroad.Internationalbrandsgenerallyhavethefollowingthreecharacteristics:1.Theyhavealonghistory,someofwhichhavedecadesorevenhundredsofyearsofhistoryintheirowncountries;2.Oftenabletoleadthedevelopmentdirectionoftheindustry;3.Thereareexperts,masters,orteamssupportingthebrand.1.2 IntroductiontoBeijingTongrentangBeijingTongrentangwasfoundedin1669andhasahistoryof354years.In1989,theStateAdministrationforIndustryandCommerceawardedthefirst"ChineseFamousTrademark"titleto"Tongrentang".BeijingTongrentangisawell-knowntime-honoredbrandinthetraditionalChinesemedicineindustryandalsothefirstbrandintheChinesemedicineindustry.Tongrentangregards"althoughprocessingiscomplicated,wedarenotsavelabor,andalthoughtasteisexpensive,wedarenotreducematerialresources"asapermanentdiscipline.Tongrentang’smedicinesandTonicDietarefamousfortheir"uniqueformula,superiorchoiceofmaterials,exquisiteworkmanship,andremarkablecurativeeffect".TheyarenotonlylovedbyChineseconsumers,butalsoexportedtomorethan40countriesandregionssuchasJapan,theUnitedStates,Canada,andsoon.Atpresent,trademarkshavebeenregisteredinover50countriesandregionsaroundtheworldandhavebecomemembersoftheMadridPact.Inrecentyears,Tongrentanghascontinuouslystrengthenedthedevelopmentandmanagementofdomesticandforeignmarkets.In2007,TongrentangGroup’ssalesrevenueexceeded7billionyuanandachievedexportearningsofover20millionUSdollars,rankingfirstintheChineseherbalmedicineindustryinChina.ChapterTwoEnvironmentalAnalysisofBeijingTongrentangBrandInternationalizationBeijingTongrentangisacenturyoldshopspecializingintraditionalChinesemedicine.Initsinternationalizationprocess,theexternalenvironmentitfacesiscomplex,whichprovidesopportunitiesandchallengesfortheinternationalizationoftheTongrentangbrand.Analyzetheindustryenvironment,economicenvironment,andculturalenvironmentfacedbytheinternationalizationofTongrentangbrand,andsummarizetheinternalandexternalenvironmentofTongrentangbrandglobalizationbasedonthis.2.1InternalEnvironmentTongrentanghasastrongbrandadvantageinthetraditionalChinesemedicineindustry.In1989,TongrentangwasthefirsttrademarkrecognizedbytheStateAdministrationforIndustryandCommerceasanationalwell-knowntrademarkandreceivedspecialprotectionfromthestate.In2002,TongrentangGroupwasrecommendedbytheNationalIndustrialEconomyFederationandtheBrandStrategyPromotionCommitteeasoneofthe16companieswiththegreatestimpactonglobalbrandpower.Tongrentangwasawardedthetitleof"time-honoredbrand"bytheMinistryofCommerce,andwasawardedthetitleof"MyFavoriteChineseBrandin2005"byCCTV.In2004,itwasidentifiedasoneofthetoptentypicalexperiencesofstate-ownedkeyenterprisesbytheCentralPropagandaDepartmentandtheStateownedAssetsSupervisionandAdministrationCommissionoftheStateCouncil.Atthesametime,TongrentangregistereditsfirstChinesetrademarkinover50countriesandregionsworldwide.ThefamoustrademarksandexcellentbrandsofTongrentanghavebecomeuniqueadvantagesforthesustaineddevelopmentofTongrentangGroup.ThestrongbrandadvantageofTongrentangisrelatedtoitsconsistentemphasisonbrandmaintenanceandpromotion.TheexquisitecraftsmanshipofTongrentangisunparalleledintheindustry.Formanyyears,Tongrentanghasalwaysfollowedtheancientmottoof"althoughprocessingiscomplex,theydarenotsavelabor,althoughtasteisexpensive,theydarenotreducematerialresources".WeknowthatthequalityoftraditionalChinesepatentmedicinesandsimplepreparationsmustbeguaranteedbyexquisiteworkmanshipinadditiontoitsuniqueprescriptionandexcellentmaterialselection.ExquisitecraftsmanshiphasbecomeatraditionofTongrentang.DuringthereignofGuangxu,aftertheBoxerRebellion,TongrentangfoundthatthegoldpotandsilverspatulausedinmakingthePurpleSnowPillwerestolenbytheEight-NationAlliance.Somepeoplesuggestusinganironpotinstead.Ms.Xu,theactualownerofTongrentang,deniedthisclaimandtooktheleadinpresentingherowngoldjewelry,whichiscomposedof100taelsofgold.UntilthesuccessfulproductionofPurpleSnowPill.Afterthereformandopeningup,Tongrentangbecameastate-ownedenterprise,neverslackingoffinmanufacturingtechnology.TraditionalChinesepatentmedicinesandsimplepreparationsproducedbyTongrentanghasgonethroughhundredsofprocessesfromrawmaterialprocurementtopackaginganddelivery.Theprocessingprocessofeachdrughasstricttechnicalrequirements.Thefeedingamountisaccurateandtheerroriscontrolledbelowmicrograms.ThetraditionalChinesepatentmedicinesandsimplepreparationsprescriptionsofTongrentangareopentothepublic,butnoonecanmakesimilarChinesemedicines.ThekeyisthatTongrentanghasdifferentpharmaceuticalprocesses.Exquisitetechnologyensurestheefficacyandqualityofdrugs,whichhasbecomeakeyelementofTongrentang’scorecompetitiveness.2.2ExternalEnvironmentTongrentangisapharmaceuticalenterprisespecializingintheproductionoftraditionalChinesemedicine.Atpresent,theworlddrugmarketcanberoughlydividedintotheWesternmedicinemarketdominatedbychemicalsyntheticdrugsandthebotanicalmedicinemarketdominatedbytraditionalnaturalbotanicaldrugs.However,judgingfromthecompetitivenessofChinesetraditionalChinesemedicinemanufacturersintheinternationalmarket,theylackacompetitiveadvantage.ThemainmanifestationisthatthetraditionalChinesemedicineindustryisrelativelylow-endinthevaluechainoftheworld’snaturalplantmedicineindustry,anditscompetitiveadvantageisnotobvious.Sofar,thereisnoChinesetraditionalmedicinevarietyenteringtheinternationalmainstreammarketasadruginChina.TheUnitedStatesisoneoftheimportantchannelsfortheinternationalizationoftraditionalChinesemedicine.IfChina’straditionalChinesemedicinepreparationscanpassthemarketingapprovaloftheUSDrugAdministration,itmeansobtainingacertificatetoentertheinternationalmajordrugmarket.Butsofar,ithasnotbeenapproved.ThehugeandconstantlyincreasinghealthcareexpenditurehasbecomeaburdenongovernmentsinEurope,theUnitedStates,Japan,andothercountries.Themainreasonfortheincreaseinmedicalexpensesistheagingpopulation,increasinglyexpensivenewdrugsandtherapies.Aftermaintainingdouble-digitrevenuegrowthratesfor20years,mainstreampharmaceuticalcompanies(chemicalsyntheticdrugs)arefacingpolicyandtechnicalpressure,aswellascompetitionfromgenericpharmaceuticalmanufacturers.Thedifficultyandcostofdevelopingnewdrugsforpharmaceuticalcompaniesareincreasing,andtherisksarealsoincreasing.Relativelyspeaking,theadvantagesofnaturalplantmedicinesareshortdevelopmenttime,relativelylowcost,andlowprice.Thishasledtoincreasingemphasisontheresearchanddevelopmentofnaturalplant-baseddrugsinWesterncountries,andrelaxationofrestrictionsonnaturalplant-baseddrugsininsuranceandotherregulations.ChapterTreeAnalysisofBeijingTongrentangBrandInternationalizationStrategyThroughtheanalysisofthebrandinternationalizationstrategyofBeijingTongrentang,analyzethebrandinternationalizationmarketentrystrategyofBeijingTongrentang,andclarifythebrandinternationalizationgrowthpath,culturalstrategy,andInternationalmarketingcombinationstrategy.Throughaseriesofanalysis,proposeaseriesofreflectionsontheinternationalizationoftheTongrentangbrand.3.1MarketEntryStrategyThemarketentrystrategiesfortheinternationalizationoftheTongrentangbrandarediverse,andcorrespondingmarketentrystrategiescanbeadoptedbasedonthecharacteristicsofdifferentmarkets,includingregionalexpansion,brandalliances,brandmarketingstrategies,jointventurefactoryconstruction,cooperativedevelopment,etc.Thisincludesbothproactiveeffortstoexploreinternationalmarketsandcreateinternationalbrands,aswellaspassivechoicesthatarenotconducivetostarting.TheformerincludesinvestmentandtransittradeinHongKongandSoutheastAsia,whilethelatterenterscountriessuchasEuropeandtheAmericasasnaturalhealthproducts.ItcanbeseenthattheinternationalizationpathoftheTongrentangbrandisdifficultandcomplex.HowtochooseaneffectivebrandentryandgrowthpathisamajorissuethatTongrentangcontinuouslyexploresandcontemplates.3.1.1MarketPositioningFirstly,prioritizesurroundingcountriesandregionsastheprimarygoal.In1993,TongrentangwaswarmlywelcomedwhenitfirstopeneditsfirstoverseasstoreinHongKongthroughbrandauthorization.In1994,thefirststorewasopenedinLondonandsubsequentlyopenedinotherEuropeancountries,buttheresultswerenotsatisfactory.TongrentangreplicatedthemodelofbeingarenowneddoctorinChinainEurope,butwhenthedoctorfeltthepulseforthepatientandsaid'insufficientkidneywater,prolongedliverfire',boththetranslatorandthepatientwereconfused.Tongrentangbegantoadjustitsstrategy,focusingfirstontheAsianmarket,especiallyinregionswithahighnumberofChinese,suchasSoutheastAsia,andthenmakingeffortstoentertheUnitedStates.Thegrouphasthusestablishedadevelopmentstrategyof"stabilizingAsia,enteringEurope,penetratingtheUnitedStates,andopeningupOceania".Secondly,establishoverseasinvestmentcompanies.Tongrentangdirectlysellsbyestablishingjointventuresalescompaniesandpharmaciesoverseas,includingHongKongTongrentang,UKTongrentang,ThailandTongrentang,AustraliaTongrentang,VietnamTongrentang,etc.3.1.2MarketSegmentationFirstly,establishaproductagencysystem.TongrentanghasestablishedproductagencysystemsinHongKong,Indonesia,Malaysiaandotherplaces,wherelocalagentsdistributeTongrentang'sproductsinlargequantitiestopharmacies,clinics,hospitals,andsupermarkets.Secondly,enterunderdifferentidentities.IncountriessuchastheUnitedStates,Europe,Canada,andAustralia,itmainlyentersasanaturalhealthproductbetweendrugsandfood,whileinSoutheastAsiaandHongKongandTaiwan,itmainlyentersasadrug.Thirdly,transittrade.DuetothecurrentdifficultyofTongrentang'sproductsenteringtheEuropeanandAmericanmarketsasdrugs,TongrentangfullyutilizesthetransitadvantagesofHongKongandothermarketstoexportproductstoEuropeandAmerica.Establishedin2004,TongrentangTraditionalChineseMedicineCo.,Ltd.hasa11700squaremeterfactoryinHongKong,specializinginmodernplantmedicineintheEuropeanandAmericanmarkets.Fourthly,jointlydevelopproductstargetingthetargetmarket.Inordertoseekdiversificationintheinternationalmarket,Tongrentangnotonlyutilizesnormaltradeforms,butalsojointlydevelopsnewproductswithcountriessuchasJapanandAustralia,andadoptsaformofspecializedproductionandsupply.Fifth,adoptdifferentmarketingandentrystrategies.Tomeettherequirementsofvariousimportingcountries,Tongrentanghasmadeappropriateadjustmentstotheprescriptioningredients,packagingtext,andotheraspectsofoldproductswithgoodtherapeuticeffectsandgreatpotential.Differentcountrieshavedifferentrequirementsforproducts,andTongrentanghasestablishedaspecializeddepartmentforthispurpose.Ithasconductedyearsofproductexportresearchandfocusedoncommunicationtostrengthenunderstandingofthemarketsofdifferentcountries.3.2BrandInternationalizationPathStrategyAccordingtotheanalysisinthepreviouschapter,therearethreemainmarketentrystrategies:fromunderdevelopedcountriestodevelopedcountries,fromdevelopedcountriestounderdevelopedcountries,andthemiddleroute;Inaddition,thereareotherroutes,suchas"fromneartofar"and"singlepointbreakthrough,drivingtheoverallsituation".TongrentanghaschosenauniqueinternationalizationstrategybasedonthecharacteristicsoftraditionalChinesemedicine.3.2.1BrandInternationalizationPathSelectionStrategyTheoverseasexpansionofTongrentangisachievedthroughtheestablishmentofoverseasstoresandtheuseofdoctorstobringmedicine.ThesalestargetofTongrentang’soverseaspharmaciesismainlyChinese,mainlytargetingAsianpeople,withoutspecificallytargetingnonAsianpeople.ThisismainlybecausetheyfinditdifficulttoaccepttheconceptoftraditionalChinesemedicineandinvesttoomuchinexpandingthismarket,resultingintoolittleeffect.EveryoverseaspharmacyofTongrentangadherestotheoldtraditionofhavingamedicalclinic,with2to4doctorsattendingeveryday,providingprofessionalguidanceforoverseasChinesemedicineusersandassistinginthepromotionofChinesemedicineoverseas."ThisstrategyhasindeedensuredthesuccessofTongrentang’searlyinternationalization,especiallyinSoutheastAsia,TheestablishmentofterminalpharmaciesandbrancheshasincreasedthevisibilityandpublicrecognitionofTongrentangandtraditionalChinesemedicineinthelocalmarket.However,thisstrategyhasencounteredchallengesintheEuropeanandAmericanmarkets,astraditionalChinesemedicineandtraditionalChinesemedicinearevastlydifferentfromthepharmaceuticalsystemsinEuropeandAmerica,andculturaldifferencesaredifficulttoovercome.Tongrentanghadtofollowthetrendandusevariousmarketingmethodstoexplorenewsaleschannels,whichledtoasignificantincreaseinforeignexchangeearnings,butdidnotbenefittheestablishmentofTongrentangasatraditionalChinesemedicinebrandinEuropeandAmerica.ItcanbesaidthatthisstrategynotonlysuccessfullyingrainedtheproductinSoutheastAsiaandotherregionswithahighnumberofChinesepeople,butalsopromotedthebrandgrowthofTongrentang.However,intheEuropeanandAmericanmarkets,thebrandgrowthofTongrentangisnotsatisfactory.Fromatheoreticalanalysis,Tongrentang’sbrandentrystrategyadoptsa"mountainnearandfar"approach,firstconsideringtheculturalandethnicsimilaritiesbetweenChinaandneighboringcountriesandregions.ItfirstpromotesthebrandinHongKong,Macao,Taiwan,SoutheastAsia,andotherregions,andthenexpandstoEurope,America,andotherregions.TheshortcomingsofthispathhavealsobeenhighlightedintheEuropeanandAmericanmarkets,makingitdifficulttoimplementtheideaofbrandinternationalizationandencounteringnumerousobstacles.3.2.2BrandInternationalizationGrowthPathStrategyAftermorethan300yearsofdevelopment,Tongrentanghasitsownbrandadvantage,sointermsofbrandgrowth,ithasnotadoptedthestrategyofdirectlyacquiringforeignbrands;Atthesametime,Tongrentanghasachieved0BMinChinaandaccumulatedasetofexperienceinbrandinnovationandmaintenance.Therefore,intheinternationalmarket,TongrentangisfacingthechoiceoftakingtheApathortheBpath.Whatitneedstodoisthegeographicalexpansionofthebrand.Byestablishingoverseasstoresandusingmedicinetoguidemedicine,Tongrentangnotonlyexpandsthebrandgeographically,butalsoculturally.3.3CulturalStrategyChinesecultureandWesternculturearedifferentcultures.AccordingtoHall’stheory,Chinesecultureisahighcontextculture,wherealargeamountofinformationistransmittedthroughthebackgroundofcommunication,whichisimplicit,indirect,andvague;Westerncultureisalowcontextculture,whereinformationiscontainedincommunicationcodesthatareclearandspecific.TherelationshipbetweenTheTwoCulturesdeterminesthatenterprisesshouldadoptdifferentculturalexchangestrategiesintheirinternationalizationstrategies.3.3.1CreatingExcellentCorporateCultureTongrentanghasalwaysbuiltitscorecompetitivenesswithexcellentculture.Firstly,itintegratesgroupresourcesthroughcultureandunifiesideasthroughbranding.In1992,BeijingTongrentangGroupwasestablished,whichmeansthatTongrentangenteredanewstageofdevelopmentbyintegratingresourceswithcorporatecultureandenhancingcompetitiveness.Atthattime,TongrentangGrouphad21coreenterprises,andtherewereasmanyasdozensofcloseandsemicloselevelenterprises.BeforetheestablishmentoftheGroup,mostoftheseenterpriseswereindependent,withsmallscale,outdatedequipmentandlowdegreeofmarketization.Therewerelargedifferencesinbusinessperformance,managementstyle,assetstatus,productstructureandquality.Theseenterprisesalsohavedifferentexpectationsforjoiningthegroupandtheirinterests.TongrentangGrouprealizesthatinordertoremaininvincibleinthemarket,itisnecessarytointegratealltheresourcesofthegroupwithTongrentang’sexcellentcorporateculture,usetheculturaltraditionof"cultivatingbenevolenceandbenefitingtheworld"touniteandcultivateemployees,andovercomethesenseofsuperiorityandconservativeconceptsofnotstrivingforprogress.Secondly,TongrentangactivelypromotesTongrentangculturetotheoutsideworldandbuildsitsbrand.Topromotecorporateculture,TongrentangassistedincreatingBeijingopera"StormTongrentang"andTVseries"QingDynastyMedicineKing".Indailyoperation,Tongrentangpaysattentiontobrandmanagementandbrandmarketing.Tongrentangadoptsthefollowingstrategiestobuildandmaintainbrandculture:Firstly,talentcreatesabrand.Talentisanimportantguaranteeforthelong-lastingbrandofTongrentang.Tongrentangfocusesontalentcultivationandproposesaholistictalentperspectivebasedontheactualsituationoftheenterprise.Ithasestablishedvariousplatformsfortalentstoshowcasetheirtalents,fullyleveragingtheenthusiasmofeachemployeeinpractice.Tongrentanghasincorporatedemployeetrainingintoascientific,standardized,andinstitutionalizedtrack,andestablishedatrainingcentertoprovidesystematictrainingforemployees.Atthesametime,TongrentanghasintroducedCIScorporateimagedesign,furtherstandardizingthebehavioroftheenterpriseandemployees,andestablishinganewimageofTongrentangGroup.Corporateethicsandprofessionalethicshavebecomethebehavioralnormsofthegroup.Secondly,qualitycreatesabrand.Tongrentanggathersancientformulas,palacesecretformulas,andfolkprovenformulas.ThroughgenerationsofTongrentangpeople’sdedicatedresearch,uniquepharmaceuticalprocessesandtechnologieshavebeenformed.Tongrentang’straditionalChinesemedicinehasstrictqualitystandards,uniqueformulas,high-qualityingredients,exquisitecraftsmanship,andsignificanttherapeuticeffects,forminganinexplicableTongrentangplotinthemindsofconsumers.Thirdly,promotethebrandthroughservicepromotion.ThepeopleofTongrentanghavealwaysadheredtotheentrepreneurialprincipleof"cultivatingbenevolenceandpromotinghealthpreservation",formingauniqueTongrentangbrandservice.TongrentangGrouphasover600storesbothdomesticallyandinternationally,allofwhichpursuehighcustomersatisfactionastheirservicegoal.TongrentangGrouphasproposedtheconceptof"servingwithdedicationandengaginginbusinesswithpassion",integratingbusinessactionswithcustomerdesires,therebyestablishingTongrentang’sbrandservice.Fourthly,promotetheconstructionofbrandculture.TheentrepreneursofTongrentangreverethebeliefthat"thosewhocanmaintainhealthandbenefittheworld,onlymedicineisthemostimportant",andregardthepracticeofsellingmedicineasanoblecauseofmaintaininghealthandbenefitingtheworld.Throughouttheages,peopleofTongrentanghaveadheredtotheancientmottoof"althoughtheproductioniscomplicated,theydarenotsavelabor,andalthoughthetasteisexpensive,theydarenotreducematerialresources."Theyhavealwaysmaintainedagoodculturaltradition,insistedonobtainingwealthaccordingtotheprinciplesofrighteousness,anddevelopedthroughtheword"integrity".Nowadays,theprofessionalethicscenteredon"morality,honesty,andtrustworthiness",thebusinessphilosophybasedonancientteachingsandchurchteachings,thespiritofthetimesbasedoninnovativedevelopment,thebusinessphilosophyof"puttingrighteousnessfirstandcoexistingrighteousnessandprofit",themanagementbeliefof"oneheartandonemind,benevolenceandbenevolence",thecorporatespiritof"cultivatingbenevolenceandmoralitytogether,andpromotinghealthpreservation",aswellasthe"fourgoodtreatment"and"fourstandards",etc,Together,itformsthetraditionalandmodernbrandcultureofTongrentang.Fifth,useculturetostrengthentheconnotationoftheTongrentangbrand.Abrandisacommitmentmadebyacompanytosocietyandconsumers,andthecontentofthecommitmentislargelyconsistentwiththecorevaluesofthecorporateculture.TheuniquecorporatecultureofTongrentanghighlightsthebrandculturalpersonalityofTongrentang.Inbrandbuilding,Tongrentangutilizestheadvantagesofculturetoorganicallyintegrateculturewiththebrand,formingTongrentangbrandcultureandcreatingTongrentang’sbrandpersonality,whichisaprerequisiteforTongrentangtoimplementitsbrandinternationalizationstrategy.3.3.2CultureandBrandIntegrationTraditionalChinesemedicineisnotonlyatechnology,tool,andtheoryformaintaininghealthandbenefitingtheworld,butalsoavastandprofoundculturalsystem,whichisapartoftraditionalChineseculture.ThetheoryoftraditionalChinesemedicineisdirectlybasedonthetraditionalChinesecultureandphilosophicalsystem,andthetwoareinseparable.TraditionalChinesemedicine,ontheotherhand,isapracticalresultguidedbytraditionalChinesemedicinetheoryandisalsoinseparablefromtraditionalChinesemedicinetheory.Therefore,whileutilizingmodernmeanstocontinuouslymaketechnologicalbreakthroughsandinnovations,TongrentangcontinuouslypromotestraditionalChinesemedicineculturebyestablishingdirectoverseasstoresandtraditionalChinesemedicinepractitioners.Tongrentanghassparednoexpenseinchoosingstorelocationsinthecenterofthecitiesitvisits.Regardlessofthecountry,TongrentangstoresmaintainBeijing’suniquecustoms.Initsexternaldevelopment,Tongrentangisnotonlyexportingproducts,butalsoexportingculture.Thisisactuallymorelikepropagandathanalarge-scalebusinessactivity.Therefore,thebenefitsofinternationalizationofTongrentangwilldependontheprocessofculturalinfiltration.Theculturalgapisdifficulttofillinashortperiodoftime,whichisalsoadiseasethattraditionalChinesemedicineisnotacceptedbyEuropeanandAmericanmarkets.Intheprocessof‘goingout’,Tongrentangstillhasalongwaytogo.By2008,Tongrentangwillhavearound100branchesoverseas,integratingtraditionalChinesemedicineintotheinternationalmainstreammarket.Althoughopeningastoredirectlyabroadhasresultedinasignificantincreaseinoperatingcosts,thismoveisdirectandeffectiveinenhancingthebrandandcorporateimage.3.4InternationalMarketingPortfolioStrategyMarketersusealargenumberofmarketingtoolstoguidethedesiredresponsefromthetargetmarket,whichareincludedinthemarketingmix.Inpracticalwork,accordingtothemodernmarketingtheory,itshouldbethefocusofenterprisestoadoptappropriatemarketingmixstrategiestoanalyzethebrandinternationalizationofTongrentang.3.4.1ProductStrategyAsatraditionalmedicine,manyvarietiesoftraditionalChinesemedicinehavenotyetformedrecognizedinternationalstandardsinternationally.However,thevalueofadrugdependsonitsefficacyandsafetyrequirements,whichisaninternationalpractice.Atpresent,theinternationalrequirementsfordrugsarefocusedonsafety,effectiveness,stability,anduniformity.Inaddition,duetotheuniquenatureofdrugs,governmentsaroundtheworldstrictlyregulatethem.However,theproductstandardssetbyeachcountrytoprotectthehealthandrightsofitscitizensvarygreatly,andthecontroloftheseproductswillinevitablydirectlyaffecttheimportofproducts.TraditionalChinesemedicine,asaproductwithstr