The development of LED lighting enterprises urgently needs to solve the 'three difficulties'1

In the first half of 2014, the replacement of traditional LED lighting products accelerated again. The enterprise transformation war and the card position War, accompanied by the price war, made the market competition more and more fierce. Many practitioners feel great pressure while sighing that the changes are too fast. Three dilemmas, which restrict the development of enterprises LED lighting enterprises will generally face three dilemmas in the development process: first, the reduction of operating gross profit to establish scale advantage, some enterprises adopt cost strategy, take the initiative to pull down the price to rob the market share, expect to establish a competitive threshold, and force other brands to follow up the price reduction into a special promotion and shipment. especially in the T8 tube, bulb, T5 bracket and other light source circulation categories are particularly intense. Compared with the traditional lighting stage, the average gross profit margin of the industry has dropped sharply. Second, the channel marketing cost has been greatly increased. In order to build a marketing network rapidly, some enterprises have invested marketing costs regardless of costs. many marketing personnel have invested in various preferential policies such as sending display cabinets, sending samples, advertising, and distributing goods, which are unimaginable in the traditional lighting era. Third, the hidden cost has increased substantially. In order to cooperate with the product switching, the enterprise has continuously improved and enriched the product line, and the research and development cost has increased; In order to meet the sales, the factory has to stock up, which will soon cause sluggish inventory, which will affect the cash flow of the enterprise and lead to a decrease in the efficiency of capital utilization. The increase of these hidden costs makes it difficult for enterprises to achieve self-development. Return to rationality and focus actively. Facing such a dilemma, if an enterprise wants to win in the competition, it must first have super strategic system planning ability and form a correct competitive thinking mode. Secondly, we should have strong operation ability in product planning, channel construction, production management and other aspects to avoid uncertainty in the process of target implementation. Therefore, enterprises still have to return to a rational state. For many enterprises without channels, products and brand Foundation, it is a more rational choice to develop again. One is to abandon the strategic loss thinking ideologically. This kind of thinking mode of selling at any reserve price and investing a lot of marketing costs is not desirable, especially for some listed enterprises. when the stock price in the capital market is under great pressure, it is difficult to stick to the strategic loss with a good attitude. If you are not careful, you will fall deeper and deeper in the loss swamp. Second, enterprises can start from the fields with relatively small competition and relatively strong self-ability. Enterprises can adopt focusing strategies, including product focusing, channel focusing and regional focusing. There are many categories in the lighting industry. the market advantage can be gained by using single product as the King or seizing the subdivision category, which is the product focus; The channels of lighting industry have diversified characteristics. Engineering, retail and large circulation are all different types of channels. In the initial stage of enterprise development, the multi-channel development mode is not desirable and is not only difficult. it will consume the limited resources of the enterprise too much, but as long as the products are well configured, the advantages are focused on a single channel, the value of the products is brought into full play, and the channels are more suitable for the positioning of the enterprise and more competitive. this is the channel focus; Similarly, you can also choose regional focus, which does not have to be spread across the country. Each region has different development degree and LED popularity degree. You can choose suitable products to cut into different regions to avoid wide-ranging marketing strategies. it can also reduce unnecessary cost input, which is regional focus. This is a good time and a bad time. After that, the enterprises that can survive and achieve development must be those with comprehensive advantages such as ideas, products, technology, channels, brands and funds. Only by occupying comprehensive advantages can enterprises win the recognition of the society and stand out in the white-hot market competition. The establishment of comprehensive advantages is not a day's work, but the premise is to live first.