——On the winning way in the competition of lighting enterprises
1 competition in the lighting industry
Advantage brands are pressing step by step, profit margins are shrinking, product update speed is accelerating, overall costs continue to rise, consumers are becoming more and more savvy... The changing market environment has made most lighting companies have been struggling. At present, the industry's leading brand enterprises have temporarily expanded their "blue ocean" with relatively strong resource vitality, brand tension and scale benefits. Following the subsequent SMEs, they have suffered from meager profits, and even smaller brands are even on the verge of being out.
This is an era of industrial integration, where the winners continue to whale and swallow a block of market segments; the marketing model is also changing and the followers are constantly losing. Brand chaos, strategic chaos, price chaos, policy chaos, system disorder, team, planning chaos... This is really a chaotic "city" chaos. A boss said with emotion: "How can you not be a hero? If you can't afford to fight, it's hard to have a chance to grow up. It's normal to play a price war: it's very simple, just like a mountain is very intense, indicating that the place is very Important, everyone is going to fight, there must be his truth."
2 lighting company's survival puzzle
Many lighting company owners are not lack of brains, and even have a sharp market vision, but what is lacking is the ability to grasp the market opportunities. Work slammed up, the tiger's head, or the decision-makers themselves changed their minds, making people uncomfortable. Many enterprises have not stabilized their main business, and they have attacked on all sides. For example, in Guzhen, a home lighting company, it has been established for three years, with an annual market volume of nearly 40 million. In three years, it has actually done five brands and dozens of series, and has come to the present and is exhausted.
Peter Drucker said, "The higher the degree of diversification of a company, the higher the delay in coordination activities and possible decisions." If you don't make it big, you should do it small and special, so the risk will drop a lot.
Corporate puzzles, first of all, are the puzzles of decision-making, followed by the puzzle of the competition model, and again the strategic puzzle. The company's resource capacity is limited, and it is impossible to win all the attacks. Concentrate on the integration of social market resources, and use your own advantages to compete with your opponents to win the battle.
3 lighting boss's development change
In the context of the “big switch†of the times, enterprises must transform and rebuild their advantages. What is more important for the second venture and the restructuring of the competition is whether the existing core management methods and business models can adapt to the changing market and get out of the development track suitable for future trends. This is a moment of change to the boss's self-revolution. Keeping money will be dead, chaos and death, and no patience will become a madman.
Calmly diagnose the past, evaluate the present, and predict the future. In the puzzle, step by step to reorganize the capacity, implement the target management, and institutionalize the operation, and benefit from the execution, in order to experience a continuous sense of accomplishment.
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