Transforming the way of development, creating world famous brands
Since last year, through a series of national industrial support policies and measures to expand domestic demand and increase investment, the production and sales of China’s household electrical appliances have continued to grow steadily, achieving a “V” type reversal. However, the uncertainties of economic development still exist. The deep-seated problems of China’s home appliance industry are still the bottlenecks hindering the further development of the industry. It is more necessary and urgent to accelerate the transformation and upgrading of the home appliance industry.
In the post-financial crisis era, further deepen the “going out” strategy, increase efforts to create China’s world-class multinational enterprises, enhance the industrial competitiveness and market influence of Chinese enterprises in the world, and undoubtedly promote industrial restructuring and accelerate development. Way change. Faced with opportunities and challenges, creating a world famous brand requires several key breakthroughs.
The first is to strengthen the construction of independent brands and achieve brand internationalization. China’s home appliance industry lacks a large number of large-scale companies with world-class competitiveness. The industrial advantages are mostly reflected in the scale and quantity, and the gap with foreign multinational companies is large. Unfavorable factors such as brand-name export processing and lack of high-end manufacturing have weakened the competitiveness of China’s home appliance brands in the international market.
From “Made in China” to “Created in China” is a difficult leap from quantitative change to qualitative change. Fortunately, Lenovo, Haier, Hisense, TCL, Gree and other outstanding home appliance companies continue to consolidate the status of China’s home appliance manufacturing center, while strengthening their own brand cultivation, expanding brand influence, and improving China’s home appliance industry in the international arena. The position in the division of labor has come out of a Chinese-style internationalization. Since the acquisition of IBM’s personal computer business in 2005, Lenovo’s scale advantage has been a brand advantage, and Lenovo’s products have gradually been promoted and recognized around the world.
The second is to enhance the ability of independent innovation and achieve brand personalization. In 2008, China’s industrial output ranked 210th in the world. In the home appliance industry, color TV, mobile phones, computers, refrigerators, air conditioners, washing machines and other production ranked first in the world, but its market share often depends on A large amount of material resources, product homogeneity and low added value. This is mainly because many enterprises have insufficient investment in independent innovation, the industry chain is incomplete, and core technologies and key components are lacking in research and development. China has introduced 10 major industrial adjustment and revitalization plans, encouraging enterprises to adhere to independent innovation, accelerating the research and development and industrialization of industrial core technologies, increasing the added value of products and enhancing the core competitiveness of enterprises.
Among the list of top 100 electronic information companies and software companies announced by the Ministry of Industry and Information Technology, Huawei ranked first. Huawei’s superiority and strength are prominently reflected in continuous independent innovation. In the global ranking of PTC (Patent Cooperation Treaty) applications in 2009, Huawei ranked second with 1,847. The differentiation of brands through independent innovation is the key to Huawei’s success in the global communications equipment manufacturing industry.
The third is to accelerate the implementation of the “going out” strategy and achieve localization of the brand. In the international financial crisis, international trade protectionism has once again become a means for developed countries to curb the development of other countries. While expanding domestic demand and maintaining growth, we must actively implement the “going out” strategy, and through the capital operations such as mergers and acquisitions, we will grasp the enterprises with core technology or market channels in the global industry, and play the endogenous enterprises of domestic excellent enterprises. Motivation and enthusiasm, actively explore the international market and promote the localization process, enhance corporate competitiveness and voice.
With the implementation of the “going out” strategy, a number of powerful home appliance companies in China will show their brilliance in the international market. Haier Group is the first domestic appliance company to put forward the strategy of “going out, going in, going up”. According to statistics, the Haier brand’s market share of refrigerators and washing machines has ranked first in the world for two years, achieving a breakthrough in the world’s first home appliance brand.
Since the day of its birth, Chinese home appliance companies have continued to play a local “global war”. Since the reform and opening up, Chinese home appliance companies have competed with the world’s multinational companies such as Panasonic, Sony, Siemens, Philips, IBM, Whirlpool, and GE in the Chinese market. China’s home appliance enterprises have experienced fierce and full international competition. In a sense, this has become the real wealth of China’s home appliance industry to create world famous brands.
Post time: Dec-03-2020