Whether lighting companies choose cross-industry dealers is feasible

At the “First Logistics Branch Promotion Conference” held by Yihao Lighting and the “Conference Conference” of the Master of Dimming, its marketing strategy is refreshing: most dealers of Yihao Lighting are distributors of its communication industry; The dimmers are even more unique, and their dealers are almost all veterans of the automobile, real estate, department stores and other industries. Is it feasible for companies to choose cross-industry dealers? Is it better than harm, or does it do more harm than good?

The positive side is conducive to enterprise development

Zhang Hongwei, General Manager of Zhongshan Geya Lighting

In the eyes of other industry players, the lighting industry may be a profitable industry. But in fact, after several years of development, the lighting industry has entered the era of meager profit. With the rapid rise of the Internet, the information channels of all walks of life have gradually been opened up. Some prophetic dealers have begun to realize the huge energy accumulated by cross-industry integration. The upstream enterprises have gradually absorbed dealers from other industries into the lighting and lighting industry. .

Enterprises need to adopt a targeted marketing model when choosing cross-industry distributors. For example, if you are doing home lighting, you can find furniture dealers as agents; for engineering lighting and commercial lighting, you should look for dealers in the ceramic industry and design institutes, etc.; and like us to do outdoor LED landscape lights, generally look for Related professional design of outdoor engineering companies, road landscape management offices and related government lighting and other departments to act as agents. Such a targeted cross-industry marketing model is conducive to promoting the popularization of the brand, and more effectively spread the corporate brand and word of mouth to other industries.

Although these dealers do not have experience in the lighting industry, they have strong capabilities and are a winner in their original field. As the old saying goes, "interlacing is unreasonable," the industry's successful experience often limits people's thinking. On the contrary, cross-industry operators have no industry experience in their minds, but they are more successful.

From the perspective of business strategy, the cross-industry integration and operation of dealers can not only disperse the operational risks of dealers, but also avoid the potential risks brought by certain industries in the future market fluctuations to dealers, and can also increase The profit growth point of the dealers; from the product point of view, after the cross-industry integration of the dealers, the huge product cluster can not only meet the increasingly strong one-stop shopping needs of consumers, but also gather more for the dealers. Customer resources; from the perspective of marketing, dealers' cross-industry integration can not only learn from the advanced marketing concepts and operation methods of other industries, but also help the construction and promotion of dealers' own brands. All in all, the cross-industry complementarity of the lighting industry is absolutely feasible, and it is also one of the main ways for enterprises to break through the bottleneck of development.

Counterparty violates business principles

Alex Yasong, head of Alex Lighting Marketing

The cross-industry search of dealers is contrary to the principle of general business operations. Its most obvious weakness is that it is far-reaching. As the saying goes: "The interlacing is like a mountain." Distributors in other industries know very little about the lighting market. It is true that the marketing ideas between the industries can be referenced to each other, and sometimes even copied in full, but this is only a special case, not a general axiom. It’s hard to pay for it, and it’s a heavy price. There are three fatal injuries:

1. Those who do not belong to the industry to conduct marketing or terminal sales must have a relatively long period of adaptation. "Bing is expensive," in the mall, business opportunities are often fleeting. The long-term dissatisfaction of the dealers is likely to make the pace of the development of corporate brands stagnant in the market in the region, delaying the aircraft.

2. The resources of ready-made dealers familiar with the industry are not fully utilized, and the local consumer groups and personal connections are re-expanded. This in turn makes the industry status of competitors more consolidated, and helps the enemy to help the enemy.

3, lighting has its own product specificity after all, other popular consumer products can go to the supermarket model, and can sell very well. However, at present, lighting is still in the form of a specialty store, or it is necessary to take a professional store, which is quite different from the terminal management thinking of other consumer products.

Moreover, in the cross-industry integration, dealers must also carefully consider the following six questions: First, whether the company has accumulated a solid financial strength and formed a strong core competitiveness of the enterprise; Second, the industry and industry, products and products Whether there is correlation and complementarity between the three; whether the current enterprise has the business management ability of cross-industry integration; Fourth, whether the return on investment of integrating relevant industry resources is in the mind; fifth, whether the integrated development strategy plan has already been Whether it is done well or whether product positioning is clear; sixth is whether the talent reserve is in place.

The middle cube is a gimmick or the innovation depends on the action

Yan Zhong, Marketing Director of Yantai Hongyi International Lighting Co., Ltd.

Faced with an increasingly diversified and fiercely competitive market, how to improve the sales and market share of products through continuous marketing innovation is a problem that needs to be solved in front of people in various industries. When you feel that your channel is aging or the resource advantage is not obvious, it may be a good choice for companies to find fresh thinking and introduce different competitive resources in other industries, but they still need to solve channel innovation through market segmentation. Basic problem. The channel expansion method of Yishun's cross-industry investment may allow them to taste the taste of market segmentation marketing.

Cross-industry investment is a very eye-catching integrated marketing communication gimmick. But is this a panacea for business development? The answer depends on the specific implementation. Channel innovators and new entrepreneurs should be fully prepared for it:

First of all, the most important thing for cross-industry investment is to consider the integration of new industry channels with the target market of this product. To survive, new channels need to have sufficient breadth and depth of new industry channels and target markets for this product. There is an intersection between the two, and new resources and resources can make the best use of their talents.

Secondly, the relationship between the new industry channel and the target market of this product needs to be sustainable. If it is only a temporary gimmick marketing communication, there is no doubt that there is no vitality.

Third, manufacturers should be psychologically prepared to cultivate new channels. The output of the new channel must be lagging behind. If you want to get a good return immediately through the new channel, even if there is a sweet period in the investment promotion period, it will not be long before the manufacturers will complain to each other and influence the deep expansion of the channel.

Fourth, the new channel needs continuous material and financial resources to ensure its formation. Whether the various resources of the manufacturer (financial, human, material, personal, etc.) can be integrated, whether the marketing policy is feasible and sustainable will be cross-industry channels. Expansion has a substantial impact.

Finally, cross-industry entrepreneurs should also consider the development of their own industry. If cross-industry entrepreneurs can't even do their best in their own industries, dare to ask them how they can add to the construction of new products. What's more?

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