Focus on lighting - 2007 Sanya Marketing Summit

Editor's Note: The product marketing summit in 2007 was held in the beautiful Sanya, and more than 300 dealers gathered here.

In 2007, for any lighting brand, it is a year to decide the outcome, and lighting is no exception. In the past, at the marketing summit, the company’s long-term planning was told to its partners and the entire industry. Will this beautiful city become the starting point of a new generation of lighting brand world dreams?

2006: completed 120 million yuan

Lighting on the product can be said to be a new generation brand. Because it contains too many passions and dreams; because it only has three years of founding time; because it will encounter more unpredictable things in the future journey.

But if you have a dream, you have the motivation. If you have the motivation, you will have the passion to chase the goal. Hong Ziang likes to go to Tibet alone, take Xinjiang, cross the grassland, and use the camera to record the beautiful scenery where he goes, which is different from the general lighting entrepreneurs. Therefore, under the leadership of their "Three Musketeers", the lighting on the product is destined to be a brand with individuality and thought. His thoughts have evolved into a rapid growth of the company in these three years. Although there are only three years, the sales of Pinshang Lighting has reached 1.2 billion in 2006, and the number of outlets has reached 350. It has initially completed the basic skills and original accumulation of the company. In Hong Zi’ang’s own words, “it has been safely After crossing the dangerous period, I started to switch from jogging to running."

Hong Ziang is analyzing the strategic planning of lighting on the product

Taking the branding route is the line that he set when he created the lighting on the product. It has not changed in the past three years, and through brand communication and terminal communication, it has produced the effect of brand pulling demand and consumption. At the marketing summit, Hong Ziang reviewed the performance of Pinshang Lighting in 2006: First, the development of a product group led by electronic products, and laid the industry advantage and reputation of electronic products; Second, the differentiation of professional function lamps Developed support points and developed a series of hotel-specific downlights, shopping mall-specific brackets, spotlights, and metal halide lamps for clothing stores. The third is to adopt a new organizational structure and a new planning model to improve production efficiency and speed up the delivery. The fourth cycle is that the talent strategy enters the reserve and training stage, laying a talent foundation for future development; the fifth is that the “three powers separation” enters the procurement system, which provides the possibility for product cost reduction.

Hong Ziang also revealed to reporters for the first time that these tasks are all done around a central goal, that is, "to enter the first brand of commercial lighting within five years." In 2006, the results of lighting on the products proved that they are fully capable, capable and confident to achieve this goal.

2007: both inside and outside

The goal of Shining Lighting in 2007 was 2.5 billion. From 120 million to 250 million, the growth rate is over 100%, which seems to be a shame for the peers.

The elites gathered together

If you still use the traditional sales model and management mechanism, can you achieve this goal? Only by transforming and innovating can we have a way out to make new breakthroughs. At the Sanya Marketing Summit, General Manager Hong Ziang described the transformation of the lighting in 2007 to the dealers. Change is divided into two parts: internal change and external change.

The theme of internal change is: internal force reform, market-oriented operation, and budget management by various departments. China's lighting industry started relatively late compared to other mature industries, and the internal management mechanism is not perfect or even chaotic, which is one of the common problems of many lighting companies. There are often inconsistencies in departmental coordination, or disagreement, or separate division of labor, or unclear division of labor, or excessive management fees, which ultimately leads to no accountability and no consequences. The confusion of the management background directly affects the progress and strength of the sales front end. This problem lies in front of many companies.

This year, the practice of lighting on the product is: the R&D, production, administration, finance, marketing and other departments implement the cost budget and performance management mechanism. Within the scope of the cost budget, each department operates efficiently and at low cost around their respective work priorities. Exceeding part of the budget will be settled by the first responsible person of the department. The extra part of the budget will be used as the department's reward fund, which will be allocated by the department. Develop effective tracking, monitoring and tracking mechanisms between departments and departments, and impose strict penalties on backward departments.

This kind of market-oriented operation mode of budget management can effectively motivate the first responsible person of the department to do their best and be responsible for the department's work, and will encourage all departments to reduce operating costs and improve the efficiency and benefits of the department's employees.

From the perspective of enterprise management, market-oriented operations can reduce the overall cost of the enterprise. In the past two years, the rise in raw material prices has created enormous cost pressures for companies. Many companies have tried to reduce costs by purchasing low-cost raw materials, which in turn has led to a decline in product quality. In fact, the gross profit of the current product has reached a reasonable level. The space for supporting the profit by reducing the purchase price of raw materials is very limited, so it is more practical to reduce costs through management. Lighting on the spot realized this and put it into action in 2007. Change requires courage. Hong Ziang believes that the change will be passed, and the general rule will be the same. Therefore, the confidence in the lighting is determined to take this step.

The theme of external change can be summarized as: market segmentation, intensive cultivation. Market segmentation includes functional segmentation, such as subdividing the marketing system department into professional channel promotion department, product management department, lighting design center, etc.; channel segmentation, subdividing consumer customer groups into specialty stores, shopping malls, hotels, Targeted marketing for each type of consumer group, this is the focus of product lighting breakthrough in 2007; customer segmentation, in 2007, the cooperative customers are subdivided into various training levels, such as cultivating customers with annual sales of more than 10 million 5 8 companies, 5 million 5-20, 3 million, 50, etc., each level of customer will have a targeted training program.

The internal and external dual reforms will be the support point for Pinshang Lighting's 2007 goal of 250 million. Hong Ziang also told reporters that the lighting on the product will make long-term investment in the market, and 15% of the total turnover is planned to be used for market operation every year. He firmly believes that only a brand can be found.

Direction: The performance of the "three steps"

From 2004 to 2006, it was the start-up and year of the lighting of the product; in 2007, it was the start-up year for the first brand of the lighting to create the commercial brand, and the brand operation entered a substantive year. At the marketing summit, Hong Ziang revealed that the lighting on the product will be completed in three stages to achieve the grand goal of “building the first brand of Shangzhao” and even “the famous brand of the world.” The first phase is scheduled to be in 2007-2011. Through the differentiated operation mode, it will move toward the first brand of commercial lighting. The second phase is scheduled to be in 2011-2013. With the provision of commercial lighting products as the core, the related business will be gradually expanded. To ensure the absolute superiority of the first brand of commercial lighting in China. Among them, related business refers to value-added services related to commercial lighting, such as lighting design, lighting education college and other independent profit organizations, to achieve a diversified business structure based on lighting; the third stage is scheduled for 2013 - 2063, with 50 years Time to build a world-class famous business license brand, based in China, look to the world.

The strategic plan of more than 50 years shows the vision of the company on the lighting and the great ambition to be a century old.