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Zhang Woren: General Manager of Guangzhou Yuezhi Lighting Appliance Co., Ltd. As a Guangdong-based lighting appliance that has been engaged in brand distribution for many years in Guangdong and has multiple functions of chain distribution and engineering projects, this year we also sorted out clear development ideas: stable channels and Engineering, terminal, smart, and integration.
In fact, this year, many LED companies have turned the long, chaotic channel network into a flat, vertical channel network. For example, LED light source enterprises strengthen the direct control terminal by deepening the deep distribution of the community, commercial lighting enterprises accelerate market segmentation, set up commercial packaging channel specialists, directly sell for the decoration of commercial shops, and some traditional enterprises strengthen the dealers in the third-tier market. The network construction has reduced the number of links and so on.
Therefore, the distributors in the terminal field, whether it is the provincial capital logistics, or the county and city distributors, do not seek to change and undoubtedly die.
Many traditional provincial logistics companies do not focus on how to carry out reasonable overall planning in the distribution channels, blindly follow the large-scale investment of enterprises, design the distribution channel length, width, density according to the characteristics of the products, and do not consider their own service capabilities, as long as who Who is willing to pay to sign a distribution contract. In the era of LEDs with extremely short change cycles, the problem of ready-made distribution channels is easy to snowball, and it is hard to return.
Most of the current LED manufacturers are eager for quick success, and dealers are also susceptible to sales-only theory. In order to obtain year-end rebates, to compete for customers, in order to promote the sale of miscellaneous products, we only seek small profits but quick turnover, only to see small profits, regardless of the consequences, competing for goods; or to squeeze and eliminate the opponents of the same variety in the region, mutual Low price competition.
The result: the dealer has no profit, the second batch has no profit, the channel is blocked, and the brand declines. This is the embodiment of short-sighted, covetous and profitable low-quality in the market sales channel network.
LED lighting is a new type of lighting technology. It is not easy to face the competition of traditional lighting products at a price. The added value reflects the need for innovative marketing methods and profit models.
In addition, the marketing service system for LED new lighting products is not yet mature. There are few professional talents in the LED industry. No matter the professional channel dealers, sales personnel or maintenance personnel are very scarce, the immature operating environment will also reduce the confidence of dealers in large-scale entry into the field of LED lighting products.
In fact, due to excessive competition, LED lighting is more transparent than traditional lighting products. Moreover, LED lighting is closer to electronic consumer products. Due to the influence of technology, materials, and participants, the price decline rate is very obvious, so there is a greater risk to the dealer inventory cycle.
Dealers, especially provincial logistics companies, need to more accurately grasp market trends and rationally control inventory. In addition to adopting an information management system to avoid risks, they must also make efforts in terminal single-store boost and channel resource intensive.
I think that the ideal provincial channel network model will be a combination of various advantages in one region: brand advantage, talent advantage, capital advantage, storage advantage, distribution advantage, management advantage, public relations advantage, etc. Minimization, maximum advantage, and standardized operation.