In 2008, it was the 50th birthday of Foshan Lighting. As an old-fashioned state-owned enterprise, Foshan Lighting has always been the vane of domestic lighting companies, the changes of the times, the advancement of science and technology, and the lighting industry has been a hundred schools of contention and renewal of Vientiane. As a state-owned and established company, how to maintain its leading position in the industry? How to control the right to speak in the industry? With the transfer of 23.9% of the state-owned shares of the Buddha to Osram, this inevitably reminds us of the merger of Wahaha and Danone. Then, Foshan Lighting is operating according to the inertia of established companies? Or is it all the way to lead the lighting industry? With many questions, the reporter interviewed Mr. Cai Jiantai, the deputy general manager of Foshan Electrical and Lighting Co., Ltd.
Cai Jiantai, Dalian, Liaoning, MBA, China Europe International Business School, worked for the sales department of Osram (China) for nine years, and served as the national sales director of OSRAM (China) from April 2001 to April 2006. The excellent performance that lasted for three years of sales growth was recognized by the company's management and was assigned to participate in the two-year OSRAM Asia Pacific Manager Development Training Program. Since June 2006, he has been the deputy general manager of Foshan Electrical and Lighting Co., Ltd., responsible for marketing, product sales and product planning.
Mr. Cai Jiantai, who has been in the lighting industry for more than ten years, has experienced the “instability of initial production†from OSRAM (China) to “China famous brand with annual output value of over 100 millionâ€. In April 2006, Cai Jiantai resigned as the sales director of Osram (China). He came to Foshan Electric Lighting Co., Ltd. as the deputy general manager. Mr. Cai said: "After so many years of work and study of foreign-funded enterprises, there has always been an idea, thinking of the development of Chinese enterprises, and applying the advanced experience of foreign-funded enterprises to local Chinese enterprises."
With the dialogue with Mr. Cai Jiantai, you can feel the kindness, kindness, wisdom and modesty unique to the northern men. These words also laid a pleasant foundation for the following conversations.
Competition is the law of market invariance
Reporter: As we all know, 23.9% of the state-owned shares of the Buddha have been transferred to Osram and Hong Kong to promote the company, so Osram has also become one of the largest shareholders of the Buddha. This incident inevitably reminds us of the mergers and acquisitions of Wahaha and Danone that have been raging in China. Many such incidents in China seem to make us realize that the domestic enterprises of foreign-funded enterprises in China have gradually become OEMs of foreign-funded enterprises. People in the industry are very worried that the photo will be gradually acquired by foreign companies and thus take control of the controlling stake. What do you think of this issue?
Cai Jiantai: First of all, each company's development has its own strategic plan. As an individual, I am not quite sure about Osram's plan. As far as I know, Osram wanted to set up the Buddha photo as its production base. Because Osram's business in the Asia-Pacific region is growing very fast, they need to produce economical products to expand their market share, so they need Buddha as a production base. . But today, as a state-owned enterprise with a market value of more than 10 billion yuan, Osram's share is very small. If you really want mergers and acquisitions, it is not economical. Moreover, on a more level, the two sides are still a competitive relationship.
On the other hand, the performance of Buddha Photo in the capital market has been relatively stable since its listing, and it has always been a “reward for light financingâ€. With the deployment of the brand strategy planning in recent years, the high-end and low-end comprehensive strategic pattern based on FSL, Lijiang and QL brands has been formed. Among them, FSL is aimed at the domestic first-tier high-end market, and the Lijiang River targets the low-end market in South China. QL is aimed at the segmentation of the market in the motor vehicle market, so that our brand strategy is targeted and orderly. We have reason to A 50-year old state-owned brand is full of confidence.
Reporter: In the 256th issue of this newspaper, we have done a mid-term survey report on the lighting industry in 2007. From this we can clearly see that Foshan Lighting's performance outside of East China is very average and excellent. However, the results of the survey also let us know that there is a marketing strategy change in the first half of this year, and the impact on the market is quite large. Can Mr. Cai talk about it?
Cai Jiantai: Yes, in the first half of 2007, we have adjusted our marketing strategy. We have two or more dealers in the same area. This is a research and consideration. Fo Zhao has always had a strong brand influence in the Guangdong regional market, but its performance in other regional markets is very general. This year, the commitment of the Buddha to the investors is a market that grows by 15%. Share, considering the sustainable development of the company in the future, we must have a holistic and systematic improvement. After the new ideas are put forward, we have defined the selection criteria in the same region and must be ranked before the industry in this region. 5. At least the top ten customers will cooperate with us. Only the competitive customers will cooperate with us and our brand will be competitive. It is worth noting that this adjustment is a long-term work, a strategic plan that we have planned, not a temporary idea.
Everyone can analyze that the resources of a dealer are always limited. For the manufacturers, we have to make a profit in the market. We must make the market share bigger and better. Then we must integrate the local market resources and make the market Big. We adopt a product differentiation model to develop dealers, because we find that existing customers are not all products sold well, so we divide the products into wholesale, business photos, HID according to channels, and find customers with strong channels to sign contracts. . This differentiated channel development can reduce competition among customers, and more likely to be cooperation. On the other hand, when considering the market's certain capacity, we will introduce a competitive mechanism in the regional market. Everyone will make the brand more and more hot in the local market, and the market will regard it as a necessary conventional product, so the brand will naturally The bigger the brand, the more natural the brand will have.
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