社交活动也许是商业往来中最令人头疼的一件事、但你又必须面对它，这在全世界都一样。当然中国也不例外。无论是例行的小组讨论，还是品着咖啡的商务论坛。无论是有着八道主菜的商业峰会，还是气氛融洽的社交晚宴。所有的这些社交活动在中国这个古老的国度里你都能找到。我参加过大部分诸如此类的活动，甚至有几个星期，每晚我都像鱼儿一样从一个活动场所游向下一个活动地点。但我要告诉大家一个事实，说来你们也许不相信：我乐在其中，而且非常喜欢这些社交活动。

我或许能听到你们在窃窃私语：我不是那些浪费你们的时间，总是在向你们抱怨中国的环境污染、滞后的服务以及不合时宜的财政政策而试图向你们兜售理财服务的人（我至今都搞不清楚，为什么在北京会有如此多的人在从事这种服务？！）；我也不是一个由于在跨国公司工作而不得不经常留在中国的老外借机在下班后，在司机带我回郊区别墅之前的路上到某种社交场合中随便找几个人去发发牢骚的那种人。

请大家不要害怕，我绝对不是以上说的那两种人。

就我而言，社交活动本身是一种与他人分享成功、聆听他人经验并与同龄人小酌几口一起放松的最佳选择。但我非常喜欢当代中国的社交活动，因为它令我仿佛置身于当今商业发展的核心潮流之中。

我在众多的社交活动中接触了各种各样的人，他们都有让人值得一听的想法：我的中国同行们向我介绍了他们在过去的10年，5年甚至1年的时间里在业务发展中所发生的令人难以置信的变化以及他们对未来的憧憬。外籍的商界精英们和我谈论了他们与中国同行们所建立的合作伙伴关系以及在商业方面的发展和所面临的挑战。我们一起谈论了一些切实可行的方案，然后制定计划测试方案并最终付诸实施。当然，很多的社交活动也不乏我前面所提到的那些人或者比他们稍好一点的人 – 它不是理想化的乌托邦社会 – 但总的说来，即使混杂了这些令人不愉快的人，我还是认为社交活动确实帮助我获取了众多的信息，并开阔了我的创作眼界。这一点比起我们仅依赖于经过严格审查的中国媒体来了解我们所需要的信息的话，社交活动的确使我和我的团队们了解到了更多的信息，使我们表现地更好。

下周又将会是一个特别繁忙的中英双方代表共同交换名片的时间（注意不要忘了要双手递交你的名片哦！）。首先我将荣幸地与约克安德鲁公爵殿下以及塞巴斯蒂安·伍德公爵共进午餐。席间，殿下将作为英国国际贸易和投资的特别代表进行发言，那将是我非常感兴趣的一个主题。我衷心期待能得到来自参会各界对贝尔公司以及像贝尔公司这样的市场开拓者的大力支持与帮助。
转天我将前往上海出席‘英国在华优秀企业’的颁奖晚宴。我将祝贺那些提名获奖企业并亲历下一年度的评选活动。

再转天我将应邀参加由英国驻沪总领事Carma Elliot OBE女士出席的为庆祝英国国家馆日在上海世博会举办的两个活动。这是直到我收到了邀请函后才知道的庆祝活动，我会欣然前往并尽全力支持。庆祝活动包括由伦敦交响乐团举办的音乐会和在英国馆举办的城市公园派对。大家不要介意我在派对上的表现哦！
下周我还将出席英国著名的惠灵顿学院在天津举办的开幕仪式，这将标志着我一轮社交活动的结束，安德鲁公爵殿下也将出席开幕仪式。但我保证我并没有跟着他哟！

Listen,

作为一个从业多年的老公关，当我再次回忆起：在过去众多的城市里，我经历了各种各样的社交活动，但我还从来没有像今天在中国参加的若干社交活动中留有这么多令人难忘的时刻。难道还有什么比在社交场合手拿一杯红酒，佩带一个胸卡而更惬意的事吗？

Hong Kong media and communications giant TOM Group is the latest company to jump on the e-commerce bandwagon in China, reaching an agreement with state-owned China Post to jointly launch ule.com.cn, which it says will be the largest integrated B2C e-commerce platform on the mainland.

E-commerce already has huge potential in China. According to a 2010 report from China Internet Network Information Center (CNNIC) online shopping has grown year-on-year by 5.9 per cent and now 28.1 per cent of internet users (108 million)

in China use online shopping, with a total transaction value of US$36 billion. One of the key

focuses of the Chinese Ministry of Commerce is to help support the growth of professional

online shopping enterprises. “Therefore, the partnership between Tom.com and China Post

seems to be a logical move,” says iProspect’s Antony Yiu, MD of Hong Kong and regional search director North Asia. “Tom.com is trying to capture this increasing demand of Chinese internet users who like to shop online, and move away from its internet portal feature, which is facing increasing challenges from the likes of Baidu, Sina and Sohu.”

Theresa Loo, director of strategic planning of MEC China, says the partnership makes sense as China Post also offers TOM inroads into less developed areas of China where traditional ecommerce has had difficulty penetrating. “MEC’s proprietary research into lower tier markets shows that e-shopping activities in lesser cities are often bigger than in provincial capitals. This plays to the strength of China Post, whose distribution network in lower tier cities and rural markets is unmatched,” she says.

Christie Travers, managing partner for Bell, a consultant for Chinese-owned global e-commerce giant, DHgate.com, says China Post and Tom.com have the potential to make a huge impact in China e-commerce. “Just by the fact that they have all the tools to reach the wider, more remote Chinese customer base. Customers can place orders online, via mobile, through catalogues, over the phone or in person at any Chinese Post office – a multi-channel approach that could provide them a critical point of different.

However the new joint venture also has some very real competition in China in the form of Taobao.com, run by Alibaba, and even from the likes of Youa.com, Baidu’s e-commerce platform. “Both of these platforms have an important advantage — strong brand backing,” she says.

Baidu also plans to launch a joint venture with leading Japanese e-commerce company Rakuten at the end of 2010. Meanwhile C2C e-commerce sites such as Taobao, and vertical B2C online shopping sites such as online bookstores and online cosmetic stores all gained popularity in 2009.

 “It’s true that TOM has never enjoyed any real success in the China market,” says one undisclosed source. “It had only modest, short-lived success with its wireless offering, and as Skype’s China partner, but the company has deep pockets and apparently some real tenacity.”

It also makes sense for China Post, with its extensive network, to handle payment and fulfillment, which have traditionally been the vexing pieces of China’s e-commerce puzzle.

Loo says that Ule is founded on the competitive advantage of a distribution network that puts it years ahead of the competition.

“It adopts a multi-channel distribution strategy in full force. In addition to online shopping, Ule is also opening up retail points in 1000 plus postal offices across 18 cities in Henan. It also adds catalogue direct mail and a telephone ordering service to the bundle.”

Travers suggests, though, that Ule must establish a clear brand identity if it is going to beat its competitors. “Functioning as two separate entities, China Post and Tom.com, will not bring value — they need to share a clear collective vision that defines their business. With the right strategy, Ule could be a major influence in China e-commerce.”

Soure from: 12 Media 26 Auguest 2010

熟悉伦敦西区的人知道这里整夜灯火通明，忽闪忽现的霓虹灯映着不同的招牌，吸引着过客的眼球。然而今天的主角是‘投资康沃尔’－英国西南部投资工作组。感谢贝尔让这一切发生。

坐落在热闹的伦敦苏豪区中心，这座极具未来感的白色半圆形球体，就是投资康沃尔发布会的现场。其外形模仿康沃尔举世闻名的‘伊甸园’，搭建‘网线圆球顶’，在夜色中如珍珠般发出耀眼的光芒，吸引行人驻足观看。进入球体内，几个巨大的等离子屏幕立在眼前，屏幕上反复播放贝尔创作的品牌标识，向人们传达康沃尔的品牌形象，同时介绍康沃尔提供的投资服务和带来的发展机遇。

这次发布会的主题是让投资者看见到康沃尔投资发展的‘曙光’，并向全英媒体和商界正式介绍‘投资康沃尔’工作组。贝尔的创意总监，伊恩.艾里森说：“我们和投资康沃尔工作组开会，讨论到底什么吸引人们来康沃尔投资。讨论结果是，康沃尔有许许多多的优势资源，非常适合投资，然而这些却不为外界所知。人们所熟识的康沃尔是充满阳光的旅游胜地 – 这给了我们灵感。我们以‘光’为题，设计了一系列的传播活动，让投资者不仅看见这里的‘太阳光’，还看见这里投资发展的‘曙光’。”

巨大的霓虹灯竖立在现场 – 这个标识在康沃尔附近各个区巡游展示。以‘光’为主题的康沃尔摄影集，展示了不同时间康沃尔的美，以及所隐藏的商机。这次的摄影带来前所未有的挑战。贝尔的高级设计师，戴米安.琼斯说：“这是我第一次穿着雨靴进行艺术指导。”他回忆说：“在火车上，我坐在一个八英尺高的霓虹灯旁，非常惹人注意。”

这次的整合传播活动还包括网站建设以及宣传手册，均由贝尔团队制作、编辑和设计。接下来的几个月，贝尔将按照既定的两年传播策略，进一步推广‘投资康沃尔’。

“能参与此次‘投资康沃尔’项目，我们感到非常的荣幸。”集团客户总监蒂姆.考文说：“这个地区有许多的优势，比如其在可再生能源领域的领先地位。我们坚信现在是让更多投资者意识到这些的时刻，看见这里的投资之光。”

从上海世博会回到北京，各区代表的热烈发言让我至今仍旧记忆犹新。贝尔这次举办的品牌建设研讨会的焦点在于如何让各区在激烈的招商引资竞争中脱颖而出，有意思的是，这与一百多年前第一届的世博主旨不谋而合。

第一届世博会又被称为‘万国工业博览会’，于1981年在伦敦的著名的‘水晶宫’举行。这是第一个世界各国都参与的博览会，各国在会上展示自己的产品和发明，并与其他国家共同探讨未来合作方式。

今日的世博会继承了这个传统。它不仅是各国秀文化实力的舞台，更为各国提供了向全世界展示本国创新成果的机会。

我不禁自问，这种人文传统与科技创新的结合对于急于向世界展示自己的中国各城市带讲，到底意味着什么呢？中国幅员辽阔，历史悠久，每一个地方都独具特色，都有自己的故事(见中国历史)，都对未来雄心勃勃充满信心。如何将这些发掘出来，让其成为当地最核心最独特的品牌价值，从而在激烈的城市间的竞争中占据不可动摇的地位，这是一个值得深思的问题。

不论是城市品牌还是企业品牌，品牌建设的过程总是新旧掺和。一个好的品牌是历史和创新的完美结合，它个性鲜明，‘蕴蓄于中，形诸于外’。以贝尔为例， 我们将30多载的行业历史和经验相结合，为客户提供带有远瞻性，极具创造力的各种策略。

我们于北京的新办公室恰好体现了这种新老结合。座落于安定门国子监街的国学胡同，与孔庙和雍和宫相邻，这是一个刚翻新的老庭院，也是我们的办公新址。倘如被这古色古香所迷惑，以为内里不过是木凳石桌，那你可就看走了眼；屋内装潢摩登现代，各种高端办公设备应有尽有， 可与中央商务区的国贸大厦相媲美！

我想，这就是高速发展的中国所特有的氛围：传统和现代的结合，而这又将带来无数的发展机遇。

贝尔在上海世博会举办的互动品牌研讨各区代表反应热烈，活动获得极大成功。贝尔被英国投资贸易署选中，与英国建筑家协会、英国广告协会、国际视觉传播协会 一道，代表英国创意和设计产业参加上海2010世博会。

此次研讨会的主讲人为创意总监伊恩•艾里森以及高级策略顾问乔治•巴特勒。贝尔市场主管李静静、贝尔北京部总经理谭蔚以及龚宝山为会议提供了支持，包括会场安排和现场翻译等。贝尔董事总经理艾伦•贝尔宣布会议开始，英国驻上海总领事馆总领事艾琳女士和英国驻华贸易投资参赞摩根先生分别在会上致辞。

贝尔在会上详细介绍了他们是如何为康沃尔打造地区品牌，吸引各地投资商。与会代表来自全国各地15个省市，代表不同的城市、地区、开发区及创意产业园。每位代表都肩负打造特色品牌，高效吸引外资的重任。各地区政府代表对现场案例演示以及技巧介绍都表示了高度的兴趣，纷纷踊跃发言，在‘创意工作室’环节上更是展开热烈讨论，并分组进行了精彩陈述。

本次为时半天的品牌研讨会取得了极大的成功。代表们对会议内容和互动模式给予了高度评价。认为此次活动意义非比寻常的有79%，认为主讲人演说生动精彩的有93%。有代表评价说：“演讲内容生动精彩，互动活动新颖发人深省！”各地代表纷纷邀请贝尔到当地举办类似活动，期望借此‘让更多的人认识到创意对品牌建设的重要性。’会后，众代表在上海市中心享受了精致的午餐，在下午组成贵宾团参观世博会英国馆。

伊恩•艾里森说：“举办这种高效的创意品牌活动本身就是一种艺术，我们希望参与者能够享受创意的过程。我们在保持原汁原味的同时，还需要融入当地文化，而利用同声翻译举办这样的活动非常具有挑战性！我们对于这次活动的完美举行感到非常自豪！很高兴认识了许多新朋友，期待未来与新客户的合作。”

艾伦•贝尔说：“这次的活动是一次中英两地完美的交流。我们学到了很多东西，也看到了很多新的机会。各位代表思维活跃，非常乐于接受新的想法和事物。这给我们进入中国市场起了一个好头。我们对中国的投资是长期并且持久的。我们在北京的公司已经正式成立。”

We are committed to a policy of ongoing training for all members of staff to increase skill levels and facilitate career development.

Principles

1. Bell endeavours to ensure that the company is kept at the leading edge of creative, graphic and computer technology and that all staff are trained to keep them up to date with the advances and capabilities of digital production equipment.
2. Training opportunities should be available fairly to all staff.
3. Though the company will pay for most course fees, it is up to individual staff to identify the relevant training opportunities for them.

Policies and practices

Bell Design is committed to a policy of on-going training for all members of staff. This includes informal in-house training and the attendance of specific professional courses. The company pays for most course fees and paid leave is allowed for approved training courses. In certain instances the company has organised bespoke training courses for members of staff.

We operate a ‘Training Points’ system, whereby employees are allocated an individual budget for training courses, seminars and personal development. This can be spent on a single item or a series of items throughout the year; it can be undertaken as an individual or groups can decide to pool their individual resource. All items must be approved by a Director to ensure suitability and relevance.

To help identify training needs, line managers should outline any recommendations for possible training as part of the annual 360° appraisal each year. Where there are specific barriers to progression, the company will identify any scope for the provision of targeted training and encouragement.

Achievements to date

Last year, staff benefited from:
CiM Professional Diploma and IDM courses. Also our designers undertook extensive one to one training in Flash, Photoshop, Indesign and Illustrator.

In addition we arrange factory visits to leading printers and suppliers and we arrange lunchtime seminars, where Bell provide refreshments and invite leading industry figures to share the latest developments and trends on a wholly reciprocal basis. Recent talks have included The Lettershop Group on data driven communications, and direct marketing print techniques, Nick Mann of Complete Media has presented trends in media planning and buying. Talks planned in for January 2009 are from Sam Allcock on SEO techniques and Charles Guy on Emotional Intelligence and the impact on brand communications.

Bell’s policy is to be as transparent as possible to our clients about the nature of the sub-contractors we use.

Principles

1. Bell has researched the market for suppliers who best extend our business capability.
2. We look for suppliers who comply with Bell’s principles and policies and consequently, we have long-standing relationships with our sub-contractors, which in turn benefits our clients by being able to command competitive pricing and value for money.
3. All our sub-contractors are specialists and are called upon in relation to specific project requirements, on Bell’s recommendation and with the agreement of the individual client.
4. All sub-contractors and freelance staff are required to sign confidentiality agreements before commencing work with us.

Policies and practices

To help us meet client requirements and deliver an integrated service, we work with key sub-contractors to deliver specific services to our clients. These services include:

• Copywriting and editorial
• Photography
• Illustration
• Print
• Multi-lingual translation
• Market research
• PR

Sub-contractor selection

We hold a recommended supplier database which includes contact details and experience of all our trusted suppliers. For each project, we select the suppliers with the right skills to meet client requirements.

Quality control

All sub-contractors are reviewed on an annual basis. Should there be cause for concern regarding any sub-contractor or should a high-quality specialist supplier come to our attention, the roster will be reviewed accordingly by the Account Director or the Creative Director.

Any complaints or queries about the work of sub-contractor should be directed in the first instance to the Account Director.

Confidentiality

All sub-contractors and freelance staff are required to sign confidentiality agreements before commencing work with Bell Design & Communications Ltd. A copy of our Confidentiality Agreement is available on request.

Our goal is to make sure all possible measures are taken to ensure our clients’ work is secure.

Principles

1. Security and confidentiality is everyone’s responsibility.
2. Effective security is a combination of people, process and technology.
3. Although Bell staff treat every client’s work in the strictest of confidence, we will always sign an official confidentiality clause in specific relation to any work we undertake. A copy of our Confidentiality Agreement is available on request.
4. We endeavour to update and review our security measures once a year.

Policies and practices

Bell regularly undertakes highly confidential work for a number of government departments and blue chip corporations, including annual reports and accounts. We therefore have security systems implemented within our company to ensure the security of our clients’ work.

Physical security

Because we work on a 24 hour basis during the working week, our offices are occupied at all times from Monday to Thursday. The building itself also has:

• a security guard at the door from 8am to 6pm
• a pass card entry system
• a Security linked alarm system
• ‘ELVIS’ visitor photographic security system at reception.

Information security

We have put in place a highly secure IT infrastructure that includes top-of-the-range hardware at our offices and secure off-site storage and data back-up. We use:

• enterprise-level Cisco PIX hardware configured using a RAID array
• client-specific central servers
• nightly, off-site backup

Confidentiality

At Bell, all staff have signed confidentiality agreements as part of their contract of employment and all sub-contractors and freelance staff are required to sign confidentiality agreements before commencing work with us. A copy of our Confidentiality Agreement is available on request.

Although Bell staff treat every client’s work in the strictest of confidence, we will always sign an official confidentiality clause in specific relation to any work we undertake.

Many of our personnel have worked on confidential Government projects or with young people and consequently have received security clearance.

Staff scrutiny

As a matter of policy, we always follow up individual references for all new recruits personally. We are also aware of the CRB Enhanced Disclosure and have agencies who can conduct this level of background check should the need arise.

Disaster recovery

If a fire or terrorist attack made our London offices inaccessible, we have CONTINGENCY PLANS in place:

• All of our work is backed up off site to a secure location. The backed-up data also includes a directory of all staff, suppliers and client details.
• All our personnel have a copy of our Contingency Plans, which give them details of who to contact in the event of an emergency.
• We have access to a fully-equipped studio located outside of London to enable a core team to re-locate and continue with our day to day operations.

Future actions

• We will continue to review and improve our Contingency Plans.

The aim of this policy is to ensure that we have put in place suitable measures to ensure that we can deliver work on time and on brief no matter what situations occur.

Principles

1. Bell has an unrivalled reputation for delivering the most complex projects to tight deadlines through a combination of the professionalism, morale and dedication of all staff. Our risk assessment policy is about ensuring we maintain that reputation.
2. As with all creative service suppliers, we are dependent on our people. The key risks we face, therefore, are around whether they are able to work and how external events can affect them.
3. The risks identified here are quantifiable and can be contained through proper planning.
4. In the highly unlikely situation of a system crash, all our data is accessible off-site.
5. We treat each and every client’s work in the strictest of confidence. All staff have signed confidentiality agreements as part of their contract of employment and all sub-contractors and contract staff are required to sign confidentiality agreements before commencing work with Bell.

Policies and practices

The most significant risks we have identified for our business are:

• Fire or terrorist attack
• System corruption or failure
• Sickness or staff leaving

Below, we set out how we mitigate these risks and ensure delivery is not compromised. Much of this is based on our standard working practices, which have been put in place over a number of years and refined where necessary. These include:

1. a teamwork approach, where the head of each team is aware of what everyone is working on.
2. weekly capacity meetings – giving project updates to all Project Management, Creative Director and Production
3. strict adherence to our precise project management system
4. client-specific central servers
5. a highly secure RAID storage system on our central servers
6. nightly, off-site data backup.

Responding to fire or terrorist attack

If a fire or terrorist attack made our London offices inaccessible, we have contingency plans in place:

• All of our work is backed up off site to a secure location. The backed-up data also includes a directory of all staff, suppliers and client details.
• All our personnel have a copy of our Contingency Plans, which give them details of who to contact in the event of an emergency.
• We have access to a fully-equipped studio located outside of London.

Responding to system failure

System failure is highly unlikely: we have in place a highly secure IT system based on RAID data storage and UPS. It is configured to the same specification as many government departments.

However, all our work is backed up off-site, on a nightly basis, to a secure site. This means we can access it remotely in a secure way in the event of a failure of the core system.

Staff sickness/unavailability

As well as our dedicated in-house team, who provide ongoing cover for colleagues when they are sick, on holiday or otherwise unavailable, Bell has well-established relationships with freelance and contract staff, giving us tremendous capacity to handle absence seamlessly. Our project working approach and ongoing documentation ensures that knowledge remains in the team, not with any individual.

Security / confidentiality

Bell currently undertakes a wide range of highly confidential work for a number of government departments and blue chip corporations, including Reviews, White Papers, Green Papers and annual reports and accounts. We therefore have security systems implemented within our company to ensure the security of our clients’ work.

These include:

• fireproof safes for storage of confidential information and on-site back-up disks
• secure, off-site storage for back-up disks
• shredding facilities – the shredded documentation can be bagged, sealed and returned to the client, if required
• alarmed premises. However, during the working week we operate on a 24 hour basis, so the premises are always manned.

Although Bell staff treat each and every client’s work in the strictest of confidence, we are happy to sign an official confidentiality clause in specific relation to any work we undertake. All staff have signed confidentiality agreements as part of their contract of employment and all sub-contractors and contract staff are required to sign confidentiality agreements before commencing work with Bell.

More information on this can be found in our security and confidentiality policy.

Future actions

• Our CONTINGENCY PLANNING document is constantly reviewed and updated.
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