Opus and NVC have achieved the same results. Opus focuses on product competition. In 2006, it achieved sales of 1.1 billion yuan, while NVC was positioned to win the channel and 2006 exceeded 1 billion yuan.
On the surface, NVC seems to be a lot faster, but because it is mainly engaged in engineering projects, the product price is high, the contract amount is large, and Opp is mainly concentrated in the field of home lighting, the single purchase amount is lower, naturally let NVC sell The comparison of numbers is cheap.
But after all, the two companies are eating the same well of water, and competition is inevitable.
In 2006, Opp began to fully enter the commercial lighting segment, the sword refers to the birthplace of NVC; and NVC also began to produce and sell home lighting products through acquisition and OEM. The two companies are also infiltrating each other on the channel!
Op: Longboard domineering
Enterprises must rely on products to complete the exchange of value with consumers. This is the basis for all operations of the company. No matter what positioning or strategy implementation, its ultimate foothold is in the product chain, and Opp's product force happens to be his longboard.
When we reorganize the development of Op Lighting, we will find that “products†are always the core of the Optel market competition. In fact, many consumers and dealers mentioned "Ou Pu Lighting" without hesitation about its ceiling lamps, and when it comes to home lighting products, the name of Op is repeatedly mentioned.
The reason why it can be different, Op's product strategy is very distinctive, that is, follow the "release-receive-release" strategy along the "energy-saving start - cut into the home lighting - focus on the ceiling lamp - expand the home products The trajectory of the line - extending commercial lighting is advancing.
1. Retreat - professional focus
In the early days of the Oup, it was also followed by the wind.
Due to the low barriers to entry in the lighting industry and the huge market potential, the production of energy-saving lighting products has solved the problem of enterprises' market access. However, as the market continues to expand, the diversification of demand is becoming more and more obvious. It has become more and more difficult for a single product to meet the needs of the overall market. Therefore, many companies have begun to seek to develop and produce multi-category products to fill the market gap.
The same is true for Op, after the products are diversified, because the target objects of different products are different, the sales channels are different, and the production processes are different, which causes the enterprise resources to be seriously dispersed, the production efficiency to decline, and the market operation to be weak.
In this regard, Opud decisively gave up the temptation of multi-item development, adopted a single product strategy to deal with the market demand of multiple items, and concentrated the core resources on the production of ceiling lamps. It turns out that this strategy is the key to the ability of Op to stand out from many companies.
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