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In the increasingly mature lighting industry, more and more national brands have begun to expand in the region, which has caused a large number of regional brands that have been doing well in the past to suffer unprecedented pressure. The regional advantages that these local snakes have long relied on have long been eclipsed by the increasingly clear regional strategy of the strong dragon.
In order to seize the regional market, the strategy of regionalization of Qianglong is becoming more and more clear. They make full use of their brand and scale advantages, dig deep into channels, fight price wars, and launch products that meet local consumer demand, making the regional advantages of channels and products formed by the local snakes fade over the night.
Moreover, in terms of product line layout, financial strength and LED market expansion capabilities, regional small and medium-sized brands generally lag behind national brands. Regional brands need to address the pressure of limited financial strength, the quality of personnel to be improved, the management and sales model urgently need innovation, the brand awareness of high-end users, and the promotion of reputation. Therefore, in the face of the strong dragon invasion, regional brands are usually passive.
How do regional brands survive in the face of national strong brands with high visibility, strong coverage, strong capital and strong market aggression capabilities? How do regional brands play their own advantages after the entry of Qianlong, and protect and strengthen the original market position? This is already a serious and urgent problem for many regional brands.
An intensive channel network is a unique advantage for regional brands, but it also creates a convenient entry into the market for national brands. Because the channel network is non-exclusive, the channel foundation of regional brands is also the resources available to national brands, and the national brands can provide more generous policy support for various terminals. In the face of national brands that are strong in terms of capital operation and market operation, the channel advantages of regional brands in the past are no longer.
Regional brands should try to narrow the battlefield to win the local advantage of the force, try to become a big fish in the small pond, find a small to large enterprise unwilling to enter the resources, and they are enough to keep the market segment, in There is a breakthrough in the product and always maintain this advantage. Using the products of the market segment as an entry point to become a leader in a certain segment, this will help the company's brand promotion in the industry. Being unique in a particular field will definitely find your own living space.
After all, in addition to the main products, national big brands are unlikely to develop too many different products for each market. Although the market capacity of each of the different products is not large, the competition in these markets tends to be relatively flat.