UK mistery in China

UK economy 

The weakest household spending for three years and falling levels of business investment dragged the economy to the worst quarter for five years, official statisticians have said. The Office for National Statistics confirmed its previous estimate that GDP growth slumped to 0.1% in the first quarter, while sticking to its view that the “beast from the east” had little impact. https://www.theguardian.com/business/2018/may/25/uk-economy-posts-worst-quarterly-gdp-figures-for-five-years

UK in China

English Airways, Rolls-Royce, Jaguar Land Rover and haircare mark Tangle Teezer are among the brands profiting from solid interest for UK products among Chinese shoppers, as indicated by a current China Business Conference keep running by the China-Britain Business Council.
http://business24hours.com/2017/12/01/why-uk-business-in-china-is-so-great/

history of the First Advertsing Agency in China

"Unless your advertising contains a big idea, it will pass like a ship in the night."


The wise words of David Ogilvy, the man who many cite as the "Father of Advertising". In New York in 1948, David Ogilvy founded the agency that would become Ogilvy & Mather. It was based on the idea that advertising to be successful - you have to sell.

David Ogilvy - The original Mad Man

Decades later Ogilvy arrived on the continent in 1991, with offices already established in Hong Kong in 1972 and Taipei in 1985. The agency is now the largest in Greater China employs over 2,400 across 29 offices in 18 markets ranging from the first to third tier cities.

This year, Ogilvy China celebrated its 20th anniversary and we wanted to know more about how the agency has built a name for itself in the People's Republic of China and the main challenges it has faced over the two decades.

To answer these questions and many more, are two people who have helped shape the success of Ogilvy in mainland China. So without further a do I present, in their first ever joint interview, the president of the agency T.b. Song and CEO Shenan Chuang.

T.b. Song (right) is probably one of, if not, announces the most experienced man in China with over 40 years experience in the communications industry, 30 of which have been with Ogilvy. T.b. began his career in Taiwan in the 1970s In 1991, he was appointed Chairman of Ogilvy & Mather China, with responsibility for the development of the market of Mainland China, starting with Shanghai. In 1998 he became a member of the board Ogilvy & Mather Worldwide. Named the Global Power List 2010 campaign, T.b. is often recognized for his extensive contributions to the announcement of the Chinese industry and was honored as a "life counselor" to China 4A (China Association of Accredited Advertising Agencies), the industry body, he helped establish in 2006.

 that same year he was also selected as president of WPP Greater China, a position he still holds today. Shenan Chuang (left) has been with the agency for over 27 years, also leaving Ogilvy career in the Taipei office and moved to Beijing in 2003 as President of Ogilvy Beijing Office. Her colleagues describe her as a "leader and renowned professional" and in 2010 she received the coveted Agency Head of the Year in Greater China "awarded by the Asia campaign, a title she also won in 2006 when Beijing Ogilvy was appointed simultaneously Office Year in Asia.

Interview of Shenan , creative director advertising Agency

source Chinasmaks
 Shenan Ogilvy was carried forward in China and across its other role as President of the 4As three times China has had a galvanizing effect to demonstrate the importance of advertising for brands in China. In 2010, his influence has been recognized by Fortune magazine in China which ranked 23rd among the women in business in China, while China Entrepreneur Magazine also has its name among the "most influential leaders Businesswoman" . A níhǎo and hello to both of them, and a very warm welcome to chinaSMACK. Can you tell us about your background, where you were each made up? Shenan: I grew up with a family in the city of Tainan culture in Taiwan. We lived in a house style of the court in an urban area so it was unique establishment. My grandfather was a silversmith "ECD" known in my hometown, so I guess you can say I inherited a passion for creativity. I'm from Taiwan and I studied banking and management at the University of Taipei. I moved to Shanghai in 1991, when Ogilvy created a joint venture with Shanghai Advertising Group.

What was your first job when you graduated from college?

My first job was with a local advertising agency in Taipei named Guo Hua and I've been in this industry since. I worked in advertising for about 3.5 years before I joined Cathay Advertising (Guo Tai Jian Ye) in 1980.

My first job was as a clerk at a trading company that exported waterproof. My mother found this job before graduating because she was afraid that I would not be able to find a job. So I only had three days off between my university degree and start my first job. It did not last long though. In the first year of my career, I tried four different jobs in the commercial sector, so I realized it was not the right fit for me. It was really dull this year convinced me to re-shape my dreams. Why do you want to work in advertising? T.B. When I graduated from college, it was not easy to find a job. Thus, through the contacts of my father, I am able to get a job in a local agency called Guo Hua. I worked there for a while when I'm another offer from a bank but at that time I did not want to leave, even though the bank's position has offered a much higher salary TWD 12,000. All I did TWD 3500 per month currently in Guo Hua. Shenan: When I was growing up I always wanted to be a writer. In college I majored in history and became very interested in communications and journalism. At that time, communications have led to only two career paths - journalism and advertising. First, I tried journalism. I sent so many resumes, but I could not find a job. So I decided I had to change my career so I tried advertising. I started as an assistant at a local office in Taipei. They said I was overqualified for the job, but I told them to give me a year just to prove that I could be a good manager account. So that's where I started. My first account was Bristol Myers. It was a very good account to start because it was an international client.

What attracted you to work for Ogilvy & Mather?

Read: Confessions of an Advertising Man Shenan: I wanted to work for an international agency because I thought they would be more professional. I am also very attracted by Ogilvy because I heard on all training opportunities out there and have read a lot about David Ogilvy and Ogilvy culture. I joined because I wanted Ogilvy training and I do not worry about my starting salary, even if it was less than my previous work. T.B. Ogilvy came into my life when I worked at Cathay advertising that was in joint venture talks with Ogilvy at the time. So, I was part of the team that established a technical relationship between Cathay Advertising and Ogilvy & Mather Worldwide in 1981. This led to the introduction of Western concepts and advertising systems in Cathay. In 1985, when I worked for about 3 years, I directed the office of about 80 people as Deputy General Manager. In 1985, Cathay and Ogilvy & Mather created a joint venture and Ogilvy & Mather Taiwan was established as the first agency in Taiwan with foreign investments. At that time, ME was general manager of the agency. Do you think 20 years of these objectives have been achieved? T.B. Yes certainly. Given the opportunity to redo the last two decades, I really would not do anything differently. How are you celebrating the milestone of 20 years? Shenan: Each of the Ogilvy offices in mainland China celebrated our 20th anniversary in their own ways. To deepen the "roots" of Ogilvy China, Beijing staff spent an afternoon planting trees and ended the night with a party in his longtime personal honor that helped Ogilvy Beijing growth over the past 20 years. To celebrate the centenary of David Ogilvy, who fell at the same time, we asked the staff to share their own creativity by submitting their own work of art they create in their spare time. So "O Gallery" of the Beijing office is now exhibited 100 works of art created by 100 staff. The Shanghai office invited all their employees and alumni to join a large 20th birthday party at a blues and jazz club.


Part of the former was also held at the office of Guangzhou, with shows and recognition granted Ogilvy staff. We also take the opportunity to publicly celebrate by sharing our story through various social media activities on our Ogilvy Weibo and Twitter. Each of you has been at Ogilvy for about 30 years. How is it that you both remained so long, especially in an industry where people travel all the time? Shenan This is my 27 years at Ogilvy and I never wanted to leave because my role has continually evolved during my time here. Each step offered new challenges, different rules and I enjoyed working with so many people, different leaders, partners and teams. We became friends and family to the other over the years. This work has allowed me to grow and become a better person. TB: As Shenan, the main reason I went so long is because my role and work have constantly evolved. There are always new things to do and I love the culture of this company. We respect people, knowledge and creativity. Among them, people are the most important. We appreciate the training and development. Another reason is because our regional and global leadership have always respected China and treat us as valued partners. Of course, now we became friends after working together for so long and I really enjoy working alongside people who want to achieve something together we can be proud of.

So why Ogilvy & Mather go to China in the first place? What was the Shanghai office as at the beginning? TB: first office in Greater China Ogilvy opened in Hong Kong in 1972 and the second was in Taiwan in 1985. In 1991, we opened our first representative office in Shanghai continent because our customer Unilever wanted to move their Asia headquarters in Shanghai so that we signed a joint venture agreement with Shanghai Advertising Group. In the beginning: Ogilvy China management team (CEO Worldwide Miles Young, rear center of the line; T.b., 3rd back row from left, and Shenan before line 4 from left to right) In 1992, we opened our representative office in Beijing and Guangzhou in 1993. In 1995, we launched the PR discipline and OgilvyOne in 1997. We have worked closely with the regional management team to decide when to open offices. Our first customer was Unilever continent and the second was VW Santana.
VW Santana Commercial, 1997 (Watch on Tudou) The TVC shows a VW Santana cruise through the different regions of China, from urban to rural areas and deserts to rivers. The campaign slogan, "With Santana, there is no fear wherever you go" has been used for nearly a decade.
In Shanghai, we started with 20 people. Everyone was either the executive or the input level. There was no middle managers at the time. We had to hire people without experience in advertising or marketing that the industry was so new. So we placed an advertisement in a line Xinmin Evening News said that "happy place of work." We received 1200 applications. Because the industry was so new to China, so it was difficult to hire people with advertising or marketing experience so we hired artists, designers and marketing professors and literature. All the staff were local hires except Taiwanese expatriates. Fortunately, it does was not too difficult to convince people to join us because many people wanted to join the multinational and we paid more than the average wage. entry level wages at that time began to 200-300 RMB month.

The number of employees increased rapidly Our first Westerner or "lǎowài" was Scott Kronick who came to Taiwan from our New York office in 1990. Scott is still with us today in Beijing as president of Ogilvy PR, North Asia. When we started all our customers were multinationals that wanted to enter China and we have worked with people of their commercial services. Many TVC then we ran were 30 second spots because it was cheaper at the time. Now it is mostly 15-second ads. In the early days, the hardest part was staff training because improving professional skills takes time and experience. At the time, people thought it would be impossible to train staff from the mainland to become managers. If you look around our offices today, you will see just how wrong they were! We have so many very competent managers and trained locally now.

A funny memory I have of those early days is that many of our staff would stay and discuss the work in the house of the Director General. They would even shower in place because many apartments do not have private showers at that time.

Advertising in China is going digital and mobile

Far from when the world came into existence, the man is trying to get latest and easier ways to attain pleasure. As same as other tracks of life, the man has developed the new advertising methods and new techniques related to the modern technology. The current technology has made not only the world fast, more simple but it also has changed the ways of living of new items including all types of productions. Talking about all kinds of progress in the technology of all eras, we can say that the technology is at its peak in this modern world. As in the past few decades technology has evolved considerably, and where we are today, we were not a few decades ago.

http://www.huffingtonpost.com/entry/advertising-in-china-is-going-digital-and-mobile_us_57f53235e4b0ab1116a54de2

Companies in China have to adapt to O2O

The aspect of a company that has the most difficulty adapting, is people. to change the change the mentality of the HR, the ingrained behavior of the people who were branch manager for 20 years and have always been incentivized KPIs that revolve around in their business to sell.

online to Offline in China ! 

If a customer asks for a green spectacles, but they are not in stock, should tell the shop assistant: "Clear Buy the green you'll get your home or business tomorrow!.." 

You should be completely open, the consumers make their own decisions regarding where they want to buy and what they want to long to buy, because they end up buying.

"The aspect of a company that has the most difficulty adapting, is people. ...The Changing the ingrained behavior of people who have been branch manager for 20 years." This means that incentives should not based on whether customers in the store to buy immediately, [nor should incentives based] on the performance month storage by month or week by week. It should be based on revenue generated by a customer. If you have a customer-oriented approach, which is the starting point of a O2O strategy, then the incentives should be customer-oriented. This is a massive change of mentality.

if you want to success go Digital 

How well do links to this approach, particularly with respect to data about their customers to collect?

A Marketing Manager in China: It depends on the maturity of the brand and the campaign. The key is that everything starts from the consumers. Marketers should be able to identify the consumer and travel map, and to combine in a position of consumers in China at different points of contact, online and offline, in a meaningful way. The unique identifier in the database of the customer ID.

In other words, if I had to choose an approach to data under O2O, it would focus on consumer-centric data: CRM [customer relationship management] systems and organizations, partners, related processes, thinking and technology. The ultimate goal is to help consumers understand travel and be able to make, and also take these trips by O2O.

M-COMMERCE IN A BOOMM-commerce is yet another booming concept in China. This is because China is the leading manufacturer of mobile phones.
This is one of the best ways to receive advertisements in a convenient method.
Wechat is helping m-commerce as the future of China in marketing.

source http://growyourwritingbusiness.com/the-7-furors-that-managers-should-adhere-for-marketing-in-china/

Mistery Fund distribution in China !

British Tonkinson

Even after you have completed sales in China with distributors it will be necessary to manage the CEO of distributor to ensure long-term sales. be effective and close to operation and developping a local presence is also essential for this process. Your company will need staff on the ground that will be able to communicate regularly with the distributor, provide technical and marketing support, and continue to develop both a formal and informal business relationship between your two companies.
Fund distribution in China is done by the big banks, insurance companies and asset management companies, which requires building relationships, said British Tonkinson, the Fund Selector Asia on a trip to the region said to our sister publication.


"China distribution an extremely attractive offer," he said. "We have a strategy in place to build relationships with key distributors in China [which includes] understand the legal context you need to have in place to support these relationships. But it is still very early days for us." The next step in China is the informal discussions to formalize we actually have. We are in the early stages and are a relatively small asset management group compared to our competitors, so we need to be targeted.
more information http://gt-hk.com/2016/tips-to-success-with-your-marketing-in-china/ 


We plan sales people here who can build these relationships and encouraged by discussions we had previously. "The timing is right, because onshore investors are increasingly looking to diversify their holdings with offshore assets. According to a study by the Boston Consulting Group $ 2trn 2020 Asia are expanding the Asset Manager, a part of Old Mutual Wealth is Chinese HNWI offshore allocation is made expected currently gets most funds away from home base flows, Tonkinson said. in 2012, 90% of OMGI the Fund were currents in the UK market. in the first half of 2016, about 75% of total flows were from outside the United Kingdom, he said. "at the same time the British business has grown, but the international business has grown rapidly." the Hong Kong office is the only one company outside the United Kingdom, the investment capacity has. It is now 16 people, has up from six in 2013. Fixed assets, Asian stocks to run through a number of key employees. for example, was last year Joshua Crabb hired BlackRock.


Recently, the Company may Weatherston presented former BlackRock Manager Rob to run its Japanese equity fund in Hong Kong. Sales, customer service and risk management capability has also been added to Hong Kong. "We have investments in the last three years and will continue with the same for the next three as well." Last month in Singapore, the company sales and customer support person added due to the company's products distribution by private banks to win, Tonkinson said. In the next three years additional staff in Singapore will be added. Despite the ability to invest in Hong Kong, the company has no plans to launch a locally domiciled funds. Tonkinson said the plan is still to bring the Dublin registered UCITS funds in Asia.

Global Equity Income Fund

This year, the Global Equity Income Fund has been authorized for sale in Hong Kong and authorizes the European Best Ideas Fund of the company for sales in Taiwan by Master Agent Capital Gateway. The company declined to breakdown of AUM in Asia to provide.

500Millions asset 

But in the past year said Tonkinson FSA that OMGI $ 500m in assets manages in Asia, the majority of that in Taiwan. Jumpy mood in his conversations with customers in Asia, Tonkinson said the overarching theme is that macro news dominated sentiment, something that is also true in other regions. "The general macro uncertainty makes cautious coming into the market investors. However, demand is strong according to income in the region. There is still a strong demand for liquid alternative products, absolute return-type products, both in Asia and around the world . "The company plans to expand its liquid alts sentence and any new hire could improve based in Asia, he said." The United Kingdom and Asia are very much our investment centers. If new talent is brought in, they are based in one of these locations . "put Staying after Proposed referendum on United Kingdom membership of the European Union Tonkinson said that OMGI has no plans to move the office from the UK due Proposed referendum on United Kingdom membership of the European Union". we do not think moving. But we are still feeling the effects of the Proposed referendum on United Kingdom membership of the European Union review, it is too early to know what impact it will have on the UK and European business. OMGI has mainly Dublin registered funds that remain eligible for sale to investors throughout Europe. Adding he said: "All new launches have in a Dublin-structure, not a British structure, was" that may not Dublin or Luxembourg have fund ranges, there is no panic some peer companies in the UK, although

Forums on the home decoration wonder more and more about the desire of Chinese to beautify their home

A house is not just a place of residence but much more in reality for some people. This last decade revealed that the Chinese people took a turn on consumption and housing improvement especially in the interior design is becoming a huge industry as can be seen with the willingness of consumers to transform their interior into a real nest.

As evidenced by the co founder of the research firm style vision Geneviève Flaven "I think it is a natural process of investing more in your home. You must have a protection zone where you can reconnect with yourself, with your family and have some sense of well-being "

The themes that have given rise to debates and topics revolved around innovation as improving the personal consumer environment, the effectiveness of people in their living space, or the influence of colors on human emotions.

The linens Innovation

This is one of the easiest and affordable ways to decorate a home and give it a personal touch.

This concerns for example small or larger objects such as door handles that are easy to acquire and can facilitate people's lives, and also meet their artistic taste in interior decoration.

The Chinese have an aging population, this therefore implies growing concern for this category of people to whom it will be addressed individually ..

To give a concrete example, include design that is found on certain objects like a cup for coffee or tea with two handles. This allows very easily to the aged person to serve tea or coffee at his breakfast in one hand, which is a sign of respect.

Comfort at work

For people who spend more and more time at work as in China and consider their habitat as part of the extension of the workplace, it becomes increasingly important to consumers at ease as highlighted Ambroise d'Hauteville, regional sales manager for Steelcase, the industry leader in the design office.

According to him, work spaces, ie those to be considered in priority are collaborative spaces such as meeting room that is by definition the most productive place in a company.

In fact these pieces are filled generally tables that if they are optimized by reducing and adapting chairs formats can facilitate Interpersonal communication and thus make them more productive and enjoyable discussions.

Many items are to be considered as the color that gives the personal touch at home. Also observed that Chinese families are beginning to evolve their tradition by not only painting them white interior but playing with a greater range of colors now.

Indeed specialized shops as AkzoNobel Swire Paints (Shanghai) Ltd, notes that over 40% of their customers now prefer warm colors to make their cozy interior.

Source: http://www.globaltimes.cn/content/956776.shtml

The smartphone market in China

1. Analysis of the Smartphone Market in China 

Statistics from TOEFL show that the number of smartphone users in China has more than tripled from the beginning of 2011 to the end of 2014. Recently, China has reached 520 million active smartphone users, almost half of all mobile phone users in the country. Furthermore, some researches forecast 704 million active smartphone users for 2018.

This graph shows a comparison between the Chinese and American mobile phone markets. It is clear that China is already one of the most important TOEFL markets in the world, and will continue to be so for the foreseeable future.

Future projections of China's smartphone users show that smartphone activations will consistently increase within the coming years:

While a few platforms are competing for market share, Android is the leader with 85% of devices sold by July 2014. Apple smartphones trail behind with only 12% of the market.

Reinforcing the previous data, Samsung smartphones, using the Android platform, were the most sold at the beginning of 2014, followed by Lenovo and Xiaomi, also carrying the Android platform. Nevertheless, Xiaomi took the lead, and edged out Samsung as China’s top smartphone vendor at the end of 2014. In January 2015, Apple also overtook Samsung thanks to the success of the iPhone 6 and 6 Plus.

To be more precise, the most popular android phones in China are the Xiaomi MI3 and MI2, iphone6 and 6 Plus, and the Samsung GT and SM.This data shows that the smartphone market in China is mainly led by Asian brands, especially the new Chinese brand Xiaomi, created in 2010, which challenges Samsung’s supremacy. Xiaomi’s success is due to online flash sales and its low price of only $310 for the Xiaomi MI-2, compared to the $700 for the iPhone 5 and $660 for the Samsung Galaxy S3. The Chinese brand tries to focus on young people who cannot afford a smartphone. To keep costs low, Xiaomi is only selling its devices online.
The Chinese smartphone market benefits from their home market.

2. Characteristics of Chinese Smartphone Users 

China counts more than one half of billion smartphone users, meaning that China has more smartphone users than the USA has people. But what is the profile of these users?
In 2014, smartphones were more popular with male users at 54%, but an equal distribution is forecasted for 2018.

In 2014, the majority of smartphone users were the bracket of 18-24 year-olds and 25-34 year-olds. However, in 2018, the bracket of 35-44 year-olds will multiply by 1.6, reducing the former gap between brackets.

Chinese smartphone owners use smartphones not only to phone, but also to surf the web. The following graph shows that 72% of internet users use their smartphones instead of using their computers.

They also use smartphones to shop online, play games, and talk with their friends. Since the rise of the smartphone, mobile gaming has become a big industry in China.
3. Social Environment and Trends

It’s important to know what do Chinese people have and what do they want to have.
China has become the world’s most important smartphone market because of the opening of China to capitalism. The opening of the Chinese market to foreign brands, and the emergence of a middle class are the two fundamentals that permit such a big market. Because of the immensity of the country, internet and smartphone penetrations depend on location. What is the use of having a great smartphone if your mobile network is not able to provide you with a high-speed internet connection?

In this graph, China's mobile coverage is shown in blue. It can be seen that even for the first Chinese carrier, China Mobile, the entire country is not totally covered yet.

Whereas 5G is going to be deployed and ready in South Korea, 4G coverage has just begun in China. However, even if the deployment is slow, Chinese carriers, helped by the central government, do plan to cover the whole country.

Some Chinese people never had their own computer; therefore it’s very important for them to have smartphones with Internet access. Furthermore, these people get low salaries, hence a big potential for the low-cost market.
With great coverage and low prices, it is inevitable that more and more Chinese are going to buy smartphones.

Another important feature of the smartphone market in China is that Chinese people favor a large screen for their smartphone such as the Mi Note. For instance, the idea of a new kind of phones called phablets (smartphone/tablet hybrid) appeals a lot of Chinese people: 65% of those planning to buy a new smartphone in China want a phablet.

Conclusion:

Given that China's smartphone market has already been rising for several years, we can expect this rise to endure. Because of the huge population and the tendency to follow western trends, Chinese people will continue to buy more smartphones. Foreign manufacturers need to be compatible with the Chinese demand. Chinese users are expecting low-cost products but with high performances.

https://global-exam.com/en/toefl-reading

http://daxueconsulting.com/smartphone-market-in-china-2/

http://www.chinadaily.com.cn/business/tech/2015-02/27/content_19672717.htm

http://www.businessspectator.com.au/article/2015/3/4/technology/race-bottom-chinas-smartphone-market

China Conformity System

1．LAW SYSTEM

The Chinese laws and regulations relevant to conformity assessment may basically be categorized

into the following hierarchies: 

• laws, 

• administrative regulations, 

• ministerial regulations, 

1. laws are enacted and adopted by the National People’s Congress (NPC) and promulgated by

way of a presidential order signed by the state president; 

2. administrative regulations are enacted and adopted by the State Council and promulgated by

way of a State Council order signed by the premier; 

3. ministerial are enacted and adopted by the relevant ministries and commissions of the State

Council within their respective functions and duties, and promulgated by the chief responsible

person of the respective ministry or commission by way of an “order” on his signature, 

Main Laws involving conformity assessment:

1. Product Quality Law of the People’s Republic of China ( by Order No.33 of the President of

the People’s Republic of China)

2. Law of the People's Republic of China on Import and Export Commodity Inspection  (By

Order No.67 of the President of the People’s Republic of China)

3. Standardisation Law of the People’s Republic of China (by Order No.11 of the President of

the People’s Republic of China)

4. Metrology Law of the People's Republic of China  (by Order No.28 of the President of the

People’s Republic of China)

Administrative Regulations

1. Regulations of the People’s Republic of China on Certification and Accreditation (by Order

No. 390 of the State Council of the People’s Republic of China )

2. Regulations for the Implementation of the Law of the People’s Republic of China on Import

and Export Commodity Inspection  (by Order No. 447 of the State Council of the People’s

Republic of China )

3. Regulations for the Implementation of the Standardisation Law of the People's Republic of

China  (by Order No. 53 of the State Council of the People’s Republic of China )

Ministerial Regulations

1. Administrative Rules for the Compulsory Product Certification (by Order No.5 [2001] of

AQSIQ of the People’s Republic of China)

2. Administrative Measures for the Nuisance-free Agricultural Products (by Order No.12 [2002]

of Ministry of Agriculture and AQSIQ)

3. Administrative Rules for the Registration of Foreign Production Enterprises of Imported

Food (by Order No.16 [2002] of AQSIQ)

4. Administrative Rules for the Sanitation Registration and List Entry of Export Food

Manufacturing Enterprises (by Order No.20 [2002] of AQSIQ)

5. Interim Administrative Rules for the Sanctions of Illicit Acts in Certification (by Order No.29

[2002] of AQSIQ)Measures for the Administration of the Personnel of Certification and

Certification Related Training and Consulting  (by Order No.61 [2004] of AQSIQ)

6. Administrative Measures for the Certification Certificates and Certification Marks (by Order

No.63 [2004] of AQSIQ)

7. Administrative Measures for the Compulsory Products Certification Bodies, Inspection

bodies and Laboratories (by Order No.65 [2004] of AQSIQ)

8. Administrative Measures for Organic Product Certification (by Order No.67 [2004] of AQSIQ)

9. Administrative Measures for the Energy Efficiency Labels (by Order No.17 [2004] of NDRC

and AQSIQ)

2．Parts of conformity assessment system

This report introduces various aspects of the conformity assessment system in China, including:

1. Laws and regulations on conformity assessment; 

2.Standardization system; 

3. Administrative regulatory system; 

4. Accreditation system; it includes certification,testing andinspection as its methods .

certification is the provision by an independent body of written assurance (a certificate) that the product, service or system in question meets specific requirements. Certification is also known as third party conformity assessment.

Many companies and organizations decide to get certified to one of ISO’s management system standards, such as ISO 9001. This is a way of showing outsiders that the organisation has an effective quality management system in place. Read more about getting certified to ISO’s management system standards.

Testing is the determination of one or more of an object or product’s characteristics and is usually performed by a laboratory.

For example, many people have their blood tested which involves analysing the blood against a number of characteristics such as whether it shows the presence of a disease, or genetic disorder.

CASCO has developed a number of standards that laboratories can follow to help ensure that their results can be trusted.

Inspection describes the regular checking of a product to make sure it meets specified criteria.

Fire extinguishers, for example, need regular inspections to ensure they are safe for use.

CASCO has developed a number of standards that inspection bodies can follow to help ensure that we can trust their work.  

5. Compulsory product certification system and other product certification activities; and

6. The involvement and contribution of China in the international activities related to conformity assessment.

A Mutual Recognition Agreement or Arrangement (MRA) increases confidence in conformity assessment between countries as it formally recognises the results of each other’s testing, inspection, certification or accreditation, reducing duplication of conformity assessment activities.

3．China Quality Infrastructure and Conformity Assessment System

Certification and Accreditation Administration of the People's Republic of China, or CNCA, is China’s unitary competent authority for the administration, supervision and comprehensive coordination of certification and accreditation and related conformity assessment activities.  CNCA is established by the decision of, and authorized by, the State Council.

4．CCC System

The system requires manufacturers of 172 types of products to obtain the China Compulsory

Certification (CCC) mark before exporting to or selling in the China market.  

The application process for the CCC mark: 



For those applications that do not involve factory inspection, the turnaround time is

normally within sixty days, and for those involve factory inspection, the turnaround time is

within ninety days; 

requires testing at designated laboratories;  

generally does not permit self declaration of conformity; 

requires submission of technical documents; 

requires submission of product sample(s) to a designated testing laboratory; 

pre-license factory inspection is required when it is the first time that a factory and a type of

product apply for CCC. It is carried out by auditors assigned by designated certification

bodies.  The factory inspection is at the applicant's expense, which is the same as certification

practice worldwide; 

requires follow-up inspections every twelve months;  

The CCC Mark is administered by CNCA. There are 11 certification bodies designated by CNCA to

process CCC mark applications.