Do you know when was the first television set in the world born? During the Great Depression of the United States in 1929, John Logie Baird created the first mechanical analog television. Coincidentally, many products and technologies such as xerography, electric razors, and FM radios, like the successful development of televisions, were born during the Great Depression.
History tells us that the more successful a company is in the economic recession, the more it must persist in investing and innovating, facing the adversity, taking advantage of its strengths, taking bold actions and focusing on new opportunities that create value.
Strategic breakthrough in crisis
"Crisis, that is, opportunity."
Everyone knows the truth of this sentence. But not everyone, every company can turn the crisis into an opportunity.
In the face of market crisis, there are many strategies for companies to choose: one is to open source and reduce expenditure, to store strength; one is to implement thin ice, step by step; one is to stop work, and to recuperate. Of course, there is another kind of daring to break through.
A large number of companies belong to the first category. The motivation is good, but we have found that some companies want to cut costs by reducing R&D spending, but they don't take into account the long-term impact this may have on the business. Some companies have neglected the economic recession, which has changed the economic situation and purchasing habits of consumers. They continue to develop low-margin products that are not needed in the market. This just makes the company linger in the crisis, and missed the competition with competitors. The opportunity to open the gap.
Industry-leading companies have insight into the changes in the crisis, go against the trend, and make bold breakthroughs. Lighting companies such as Philips, NVC, and Opp have demonstrated this corporate attitude in 2009.
In 2009, we saw that Philips Lighting began to expand its territory in the fields of home lighting, urban lighting, office lighting, etc., and its momentum is by no means weaker than Philips' actions in the Chinese market in previous years. In terms of home lighting, Philips has gradually established more than 70 fashion body museums across the country, covering the first-tier and developed second-tier cities in the country. In terms of urban lighting, Philips is doing large-scale in the cities covered by the â€œTen Cities and Ten Thousand Citiesâ€. Conference marketing, and use the "low carbon concept" to carry out urban lighting renovation, and strive for the largest proportion of China's outdoor lighting market share; in office lighting, Philips also invested more than 1 billion euros to build building lighting system solutions; this is China's huge consumption The market attracted Philips to attack so hard. In the new field of LED lighting, Philips has also acquired internationally renowned LED technology and application service providers such as the United States and Italy. According to the relevant person in charge of Philips, China will be the largest new growth area for Philips Lighting's national business in the next few years. In 2009, it was definitely an offensive opportunity for Philips, which has a strong foundation.
2009 development commonality
The strategic actions of Other industry-leading brands in 2009 are no longer listed one by one, but their actions consistently show the same attitude to the outside world: against the trend, bold action, and preemption.
From their strategic actions in 2009, we can also observe that the upgrade direction of leading enterprises can be summarized as the following?
First, technology upgrades. Product and application technology has always been the weakness of Chinese local enterprises, but it is the long-term of foreign brands. Therefore, NVC, Opp, Sanxiong Aurora, Yaming and other companies have invested a large amount of money for technical improvement and upgrading.
Second, scale expansion. Both foreign investment and domestic enterprises have expanded in size in 2009, and the speed is very fast. This also means that when many companies are still struggling in the midst of downturns or recovery, they have begun to take the lead with "speed + scale" to further open the gap, which is also the crazy strategy in the downturn.
Third, the bulk project. If the channel layout in previous years is to lay the foundation for business and the foundation of the company, the high-profile intervention in large-scale projects is to seize the high-end discourse rights and reflect comprehensive competitiveness, such as the World Expo and the Asian Games. If an enterprise in any industry cannot have a place in an international large-scale engineering project, it is definitely a strategic failure.
Fourth, enter the new field of LED. At present, China's LED lighting market is almost crazy, but it is difficult to stop. Although LED technology has not yet matured, but the Buddha, Eye, Yaming, Benbang, NVC, Op, Sanxiong, Aurora, etc. are involved in different degrees, but more cautiously involved to avoid strategic mistakes.
Fifth, the brand upgrade. From industry to society, this is a leap. Because they have basically established a leadership position in the industry, it is inevitable to go to society. This is a clear sign of the industry's maturity and growth.
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