The wind rose at the end of Qingping, and the waves formed between Weilan. In the past five months in 2020, for LED display screen manufacturers, in addition to the impact of the "sales shutdown and double-declining performance and profits" brought about by the epidemic, and a new round of intelligent and high-definition booms in the consumer market What are the changes that deserve attention? Similarly, in the next time, will manufacturers be able to walk out of a new ascent channel?
The landing of three new management patterns
As we all know, China's LED display screen industry started at the end of the day. At the beginning, relying on the advantages of large-scale low-cost manufacturing, to the breakthrough of the entire industry chain and technological product innovation capabilities, it finally entered a new starting point for industrial transformation and upgrading. It is foreseeable that starting from the second half of this year, many LED display screen manufacturers will compete out of the quagmire of confusion and difficulty and enter a new channel of development. At the same time, this will also detonate several new changes:
First: channel pattern. It has always been the foundation of competition in the LED display screen market. "Winning the channel and winning the terminal" has always been the key to the development of many screen companies. No matter how the industry changes and how the times change, finding the most suitable channel model is the focus of many screen companies. Nowadays, under the background of a series of channels such as chain experience stores, dealer stores, and live broadcast e-commerce, channels are becoming the largest external driving force for this round of industrial transformation. From the status of various screen companies, the outlets of leading screen companies need To be more perfect, and at the same time allow some small and medium-sized enterprises with productive force and innovation to change lanes and overtake. A new pattern of channel feedback and joint enterprise operations is emerging.
Second: brand pattern. With the rejuvenation of the mainstream consumer groups in the Chinese display market and the new recognition of brand power. As a result, it is also accelerating the overall differentiation of the LED display screen brand pattern. Not only is the simple entry threshold pushed up, a large number of weak and small enterprises are eliminated, but also the entire industry brand pattern is reshaped, and the remainder is king. After this year's epidemic, China's LED display market is very likely to have a round of deep cleaning results for small brands. It will not be like the "dead death" of a large number of brands in the past more than ten years. "Resurgence", but directly eliminated out of the game, to replace more market space and business opportunities for strong brands.
Third: market competition pattern. The price war has been driving the LED display market for so many years, and the limelight is still unabated, and it has become a "killer" for many leading companies. But in fact, no manufacturer is willing to compete at a low price, because this sacrifices profits, overdraws the future, and drags down industry sustainability. However, the price war is indeed the most effective market grabbing marketing method, so this has forced many screen companies to "exhaust their brains" to reduce costs from manufacturing processes, supply chain optimization, etc. In addition, with the low price war With lack of effort, manufacturers have begun to explore more commercial competition methods in products, channels, services and other dimensions, and further enrich the market choices and active user needs in the first-line market.
There is no doubt that many changes have taken place in the current LED display screen industry. These subtle changes that have really occurred in the market may not necessarily appear in the national market and in front of all manufacturers, but they have begun to affect the changing landscape of the market. In the future, manufacturers need to better activate existing users and snatch users who just need them. The diversification of competitive means requires deeper cultivation based on the needs of users in different circles, as well as the layout for different product structures, as well as the improvement of different service contents and means, and explores more possibilities. Of course, in addition to taking time, this requires patience and toughness.