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[Source: "High-tech LED" magazine December issue (total 60th issue) Wen|Lin Jiliang] In the past 16 years, Mu Linsen has been able to maintain profitability in the case of rapid growth, thanks to the high integration and optimization of the industrial chain. As well as accurate control of the channel terminal, for example, in raw materials, research and development, hardware castings, injection molded parts, reasonable cost control must be achieved. Mulinsen first determines the marketing price based on the degree of acceptance of the terminal, and then implements the cost price.
In 2012, Mulinsen began to build brands and channels in China. The reason for choosing this point in time is related to the larger LED package size of Mulinsen. We have a chip capacity of 1.3kk per month. Specifically, we choose products that are easier to control and can master, and can also highlight the characteristics of the company.
At present, it is not difficult for LEDs to accumulate some channels and products. The most difficult thing is how to form scale and product features, and then form a brand reputation and other competitiveness.
2014 is a strategic year for Mulinsen to fully implement lamps, infiltrate channels and enhance reputation.
At the end of this year, the average monthly production capacity of light source products such as wood Linsen bulbs and lamps is about 3 million, while the target for the same period next year is more than 15 million/month. At the same time, we will comprehensively improve the quality of single products. LED products will be upgraded in terms of light efficiency, indexing and driving, of which the former two will reach 80 or above.
From focusing on circulation sales to improving product reputation, Mulinsen is stepping ahead with the industry. LEDs can definitely surpass traditional light sources, including the first generation of incandescent lamps, the second generation of fluorescent lamps.
Take Mulinsen as an example. In 2008, LED light tubes were still used in-line. At that time, the market price of 800 lumens was 400 yuan. In 2010, the use of linear lamps, the retail price of 1200 lumens reached 1,000 yuan. In 2013, the price of 2,835,1200 lumens has dropped to 40 yuan. According to the penetration analysis of China's lighting applications, it will reach 40% growth by 2015. There has been a very rapid increase in numbers between the past few years.
However, the rapid growth has also highlighted the mixed market problems. Many companies use the national standard as an excuse to produce low-priced and inferior products, resulting in bad money driving out good money.
As the channel became more and more aware of its own shortcomings, Mulinsen started the domestic channel in April 2012. We have done a lot of research, analysis and research on the domestic channel model, and then think about how to do it better.
Vendor cooperation is quite like the communication between husband and wife. In the end, there must be compromises to achieve a win-win goal. Mulinsen started from the channel and adjusted slowly every quarter.
At the beginning, I don’t know if the other party is right. I really can’t cooperate and can only break up. Some customers, he may not be suitable for circulation, he is suitable for projects.
The initial achievement of Mu Linsen in 2012 was to establish 22 first-level agents, as well as the core distributors and distributors under the company. The total number of distributors and distributors in the country is more than 1,000. There are both terminal image display and exhibition board display, and various forms are inconsistent. grid.
In 2013, market terminals, enterprise investment, channel costs, and R&D technologies all had relatively large improvements, and the economy was relatively active. The effect of LED replacement was more obvious in China.
From the Mu Linsen channel strategy is to first increase the visibility from the domestic hardware channels, and then step by step to improve. At present, the domestic circulation channel form is the hardware building materials market, hardware community stores, lighting professional stores, which are the main sales outlets in the circulation market. Of course, there are more hidden channels. The form of the flow is too complicated to be fished out, or it is difficult to specifically say who it is and what to do.
Mulinsen chose to make an intervention from the light source, and the light source is now a relatively fluid product. It is well known that the boundaries between lamps and light sources are blurred on many products. In the category of lamps and lanterns, in 2014 our entire product line will have more than three times expansion, so we can achieve more than 1 million sets per month. We have a very hidden channel, we help a lot of customers, guests to do some OEM. We have not given up on LED companies to achieve a short-term growth.
The construction of the brand must have a brand of persistence. Mu Linsen started to make a brand in 2012, and he also clearly realized that it is impossible to achieve a dealer group like Philips and Osram in two or three years. At present, most of the dealers are second- and third-line, not provincial dealers. In the past, such businesses were unfamiliar with the modern management system, and the marketing system was also close to the “local tyrants†approach. Mulinsen has to help him to strengthen the cooperation between suppliers and dealers by how to help him and help him to become stronger and bigger. (The author is the general manager of the Wood Linsen Lighting Division, Lin Jiliang)
In 2012, Mulinsen began to build brands and channels in China. The reason for choosing this point in time is related to the larger LED package size of Mulinsen. We have a chip capacity of 1.3kk per month. Specifically, we choose products that are easier to control and can master, and can also highlight the characteristics of the company.
At present, it is not difficult for LEDs to accumulate some channels and products. The most difficult thing is how to form scale and product features, and then form a brand reputation and other competitiveness.
2014 is a strategic year for Mulinsen to fully implement lamps, infiltrate channels and enhance reputation.
At the end of this year, the average monthly production capacity of light source products such as wood Linsen bulbs and lamps is about 3 million, while the target for the same period next year is more than 15 million/month. At the same time, we will comprehensively improve the quality of single products. LED products will be upgraded in terms of light efficiency, indexing and driving, of which the former two will reach 80 or above.
From focusing on circulation sales to improving product reputation, Mulinsen is stepping ahead with the industry. LEDs can definitely surpass traditional light sources, including the first generation of incandescent lamps, the second generation of fluorescent lamps.
Take Mulinsen as an example. In 2008, LED light tubes were still used in-line. At that time, the market price of 800 lumens was 400 yuan. In 2010, the use of linear lamps, the retail price of 1200 lumens reached 1,000 yuan. In 2013, the price of 2,835,1200 lumens has dropped to 40 yuan. According to the penetration analysis of China's lighting applications, it will reach 40% growth by 2015. There has been a very rapid increase in numbers between the past few years.
However, the rapid growth has also highlighted the mixed market problems. Many companies use the national standard as an excuse to produce low-priced and inferior products, resulting in bad money driving out good money.
As the channel became more and more aware of its own shortcomings, Mulinsen started the domestic channel in April 2012. We have done a lot of research, analysis and research on the domestic channel model, and then think about how to do it better.
Vendor cooperation is quite like the communication between husband and wife. In the end, there must be compromises to achieve a win-win goal. Mulinsen started from the channel and adjusted slowly every quarter.
At the beginning, I don’t know if the other party is right. I really can’t cooperate and can only break up. Some customers, he may not be suitable for circulation, he is suitable for projects.
The initial achievement of Mu Linsen in 2012 was to establish 22 first-level agents, as well as the core distributors and distributors under the company. The total number of distributors and distributors in the country is more than 1,000. There are both terminal image display and exhibition board display, and various forms are inconsistent. grid.
In 2013, market terminals, enterprise investment, channel costs, and R&D technologies all had relatively large improvements, and the economy was relatively active. The effect of LED replacement was more obvious in China.
From the Mu Linsen channel strategy is to first increase the visibility from the domestic hardware channels, and then step by step to improve. At present, the domestic circulation channel form is the hardware building materials market, hardware community stores, lighting professional stores, which are the main sales outlets in the circulation market. Of course, there are more hidden channels. The form of the flow is too complicated to be fished out, or it is difficult to specifically say who it is and what to do.
Mulinsen chose to make an intervention from the light source, and the light source is now a relatively fluid product. It is well known that the boundaries between lamps and light sources are blurred on many products. In the category of lamps and lanterns, in 2014 our entire product line will have more than three times expansion, so we can achieve more than 1 million sets per month. We have a very hidden channel, we help a lot of customers, guests to do some OEM. We have not given up on LED companies to achieve a short-term growth.
The construction of the brand must have a brand of persistence. Mu Linsen started to make a brand in 2012, and he also clearly realized that it is impossible to achieve a dealer group like Philips and Osram in two or three years. At present, most of the dealers are second- and third-line, not provincial dealers. In the past, such businesses were unfamiliar with the modern management system, and the marketing system was also close to the “local tyrants†approach. Mulinsen has to help him to strengthen the cooperation between suppliers and dealers by how to help him and help him to become stronger and bigger. (The author is the general manager of the Wood Linsen Lighting Division, Lin Jiliang)
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