——Analysis of the construction and problems of the national electrician market
After more than 20 years of development, China's electrical industry is currently the country with the largest number of electrician manufacturing companies in the world. From the early years of Australia's Qisheng, Matsushita Electric has dominated the world's pattern has grown to about 3,000 manufacturers today, mainly in Guangdong and Zhejiang Wenzhou. The author has entered the electrical industry for nearly 10 years, and it is also the biggest shock of the Chinese electrical industry. Especially in recent years, the integration in the electrical industry has become a trend. From 2003, Schneider merged with Qisheng. At the end of 2005, French Legrand acquired TCL International Electric, and in June 2007, Siemens switch socket and Giusz Zibo Electric Co., Ltd. has integrated its business in Shandong to expand its business in China. Many foreign brands have been strongly involved in how many well-known national brands in the city have grown up in the double squeeze of foreign big brands and domestic low-priced regional brands. It is a very serious research topic. . The flattening of channels is an important idea for the development of China's electrician brands. This paper explores the deep-plowing problem of Chinese electrician brand names.
Need to use the dealer to open channels
As early as more than 10 years ago, a large number of outstanding domestic electrician companies established a distribution network in China's primary and secondary markets. However, with the rapid development of China's economy and electrical industry, the sales channels established in the early years are also facing various tests. A series of problems such as aging channels, shifting business focus, and weak market breakthroughs are endless, which restricts the development of enterprises.
Over the years, China's urban-rural dual structure and urban-rural development gap has widened, resulting in a macro-polar market. Many low-end brands rely on the basic functions of products as the main features, coupled with the rapid imitation of the appearance and low price occupation. A large part of the third- and fourth-tier cities, some international brands often have a deep understanding of the sub-market, and the high prices of products, it is difficult to improve in the market. Domestic excellent brand enterprises can rely on good terminal display, thoughtful and meticulous service, and flexible matching product portfolio to establish new channels, so as to quickly occupy the third and fourth-level markets and promote the brand's promotion in this market.
The market in the third and fourth grades is vast, and consumption is scattered. It is not as concentrated as the central city. Electrical and other building materials products rely more on hardware and electrical stores, lighting stores for sales, and there is no large building materials wholesale market and building materials supermarkets to provide a good platform for enterprises to sell. At present, there are nearly 3,000 county-level cities in China. For any enterprise, it is unrealistic to rely solely on its own strength to sell and promote products in such a vast market. Focusing the engineering staff on the first-tier cities and key secondary cities, the channel personnel will concentrate on strengthening the network of county-level cities while maintaining the key distributors in the first and second-tier cities, and then rely on the localization advantages of county-level dealers to cover The four-level and four-level cities in various townships and towns must develop the third- and fourth-tier markets by leveraging the strength of dealers to open channels and build a core distribution platform for regional markets. By selecting and supporting excellent core regional distributors, building a three-level regional market engineering operation, promotion and after-sales service platform, and then relying fully on the strength of dealers, manufacturers coordination, clear division of labor, development and maintenance of the entire market network. In doing so, it not only relies on core dealers to make up for the shortage of corporate capital, personnel and logistics capabilities, but also helps to optimize the network, ensure and improve the interests of core distributors, and fully mobilize their enthusiasm, in order to truly achieve a win-win situation for manufacturers.
Third- and fourth-level market development needs to be adapted to local conditions
China's third- and fourth-tier markets are very broad, but their consumption levels are not consistent. The level of consumption in the same province is still different, not to mention the gap between the economically developed regions and the third- and fourth-tier markets in remote areas. Therefore, when formulating specific development approaches for the third and fourth-tier markets, it is necessary to consider the local market environment and adapt to local conditions. The following points are issues that must be addressed in market development.
First, it is forbidden to spread it all out and make some choices. The maturity of China's third- and fourth-tier markets varies greatly, and the level of economic development and development are quite different. All offices and distributors should have a comprehensive understanding of the local market before developing the county-level market. Investigate and understand the local economy and consumption level, the planning of the real estate construction, the status of the project and the secondary decoration market, and the sales methods and scale of the peers. Through preliminary market research, the key development cities are often like Kunshan City in Suzhou and Yuyao City in Ningbo. Their economic strength and purchasing power far exceed that of a prefecture-level city in the western region. Therefore, in the establishment of regional market third- and fourth-level market development goals, we must proceed from reality, avoid blind "ambitious", do something, and do something.
Second, don't blindly attack, you must have a clear goal. The human resources of each office and distributor are limited. Each region should establish a target market action plan according to the different stages of local brand development, the staffing of regional markets, the allocation of marketing resources, market size and potential. Can not be developed blindly. The development of the third and fourth-tier markets is a long-term, in-depth and meticulous work, and is an important growth point for the domestic national electrician brand in the future. When developing the third- and fourth-tier markets, it is necessary to avoid "fashioning", but there should be planning, goals, and resources. In the case of a high degree of consensus among all personnel and a firm belief, the team will focus on the key targets.
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