Kitchen Sink With Drainboard,Double Bowl Double Drainboard Sink,Double Bowl Drainboard Sink,Stainless Sink With Drainboard Guangdong Huayou Hardware Products Co.,Ltd , https://www.gdhuayouhardware.com
In the third quarter of the past, sales of Xiaomi mobile phones, which emphasize online e-commerce channels, have not stopped falling. OPPO, vivo and Huawei, which are stable and stable to the traditional offline channels, have maintained growth, especially the two brothers OV (OPPO and vivo), which are currently the third consecutive quarter of rapid growth, less than one year of domestic market share. The growth has nearly doubled and entered the top three in the market.
OPPO and vivo, the momentum is no less than the millet of the year, its rise has become a new phenomenon-level event in the mobile phone market. Why is OV counterattack? The industry constantly asks the answer.
OV Business Logic: Industry Chain Win-Win
OV actually adheres to the traditional profit model.
Vivo cuts into the mobile phone market with music phones as a selling point, focusing on young fashion crowds, featuring appearance, HiFi music and taking photos. OPPO also focuses on young consumers, featuring appearance, fast charging and taking pictures. On the basis of accurately targeting the target users, the two focus on establishing differentiated competition points, while supporting the benign operation of the whole system with the premium of brands and products and services.
To put it bluntly, this is just a general feature of the operation of the traditional consumer goods industry, but somehow, when people worship the mobile Internet, the two companies that were deeply suspected of being outdated have regained their momentum.
Some call it the return of traditional business logic and even business ethics, and some call the return of OV a "people's war." OV did launch a "people's war", but not only at the consumer level, but also at the broader stakeholder level, based on the OV product premium, through profit sharing, dealers, suppliers and other business partners. And internal employees and shareholders formed a united front in the "People's War." The profit of space, continuous investment in product research and development, investment in the brand, continue to improve product profitability.
"First Financial Daily" reporter observed that since 2013, the mobile phone industry has been able to circle several important technological innovations, such as fingerprint recognition, NFC payment, hyperbolic screen innovation, etc., OV is in addition to Apple, Samsung, the domestic minority can get priority One of the suppliers of supply chain key components. On the basis of rapid acquisition of supply chain innovation support, OV also invested in charging technology, camera technology, HiFi sound research and development, coupled with independent production control quality, to create a unique product competitiveness.
The offline channel is regarded by the outside world as one of the core advantages of OV. Some people have noticed the depth and breadth of the coverage of the two channels, but few people talk about the historical origins of OV and major channel distributors. In fact, OV and its own channel providers have formed a long-term stable community of interests and values, in the channel. On the basis of high penetration and control, we can form a sales, service and consumer insight system based on channel capabilities. The cooperation relationship is solid, which led to the failure of some regional manufacturers of OV in this year.
Again, the OV guide and work status. A Huawei employee commented on Huawei's internal voice forum. "If you compare market competition to war, it is a feeling that the "national and Communist" (two fighters) know the war." More than one person mentioned a similar feeling. A senior executive of the mobile phone chain channel Dickson also told reporters that "the OV's shopping guide is like a chicken blood." They have a strong initiative and seem to know why they fight.
It proves that the success of a company can not harm the interests of employees and the interests of partners, but also the interests of shareholders and the interests of consumers. It may also mean that consumers are not necessarily the lowest price, but a comprehensive experience based on brand, product and service considerations.
"If you only sell low prices, on the surface, consumers are happy, cheap, and low prices, but you should not forget that it is a squeeze supplier, suppliers are very unhappy, a bunch of suppliers are not willing to supply it. No one is willing to sell offline, because the amount of money earned is too small. Consumers will not be happy in the end,†said vivo.
Another offline channel employee who did not want to be named also told reporters that the reason why the channel contradicted an online brand, "because I sell it a mobile phone, I can only earn 9 pieces, and the labor costs are not enough."
“Vivo's business logic is very simple, that is, let four people (consumers, partners, employees, shareholders) happy, provide good products and services to consumers, provide employees with a harmonious and respectful working atmosphere, and provide business partners with a right A mutually beneficial, fair and reasonable business platform provides shareholders with a return that is slightly higher than the average social income," said vivo.
"Looking at Liu Qiangdong's interview (Liu Qiangdong said: The price war in the past was very honored, because it really did cause an impact on these players), and instantly understood that Xiaomi was so arrogant." October 30, A microblog published by Lei Jun said. Obviously, Lei Jun does not think that there is a problem with the Xiaomi model, although Lei Jun personally suppresses the supply chain, strengthens the establishment of offline channels, and priced the newly released "concept machine" to the mid-to-high end price of 3,000 yuan.
Not long ago, when interviewed by Caijing, Lei Jun also changed his mouth and said that Xiaomi is an Internet company. "Many people don't understand Xiaomi. In fact, Xiaomi's core business model is - first Xiaomi is a mobile phone company, and Xiaomi is a new one. Retail company."
Consumer demand orientation
Speaking of OV, Lei Jun believes that the core of OV's rapid growth is to seize the tide of change in the third, fourth and fifth tier cities and the “information asymmetry†of consumers in low-tier cities.
For the similar views held by some people, the reporter of China Business News also contacted OPPO, but OPPO did not respond directly. "We are focused on practicing our basic skills and do what we should do. As for the other, the market will give an answer." Wu Qian, vice president of OPPO, said.
Recently, Huawei has also initiated a heated discussion on the OV model. A number of employees posted a document in Huawei's internal voice forum. One employee wrote a simple article on “Is it Simple†published on the Huawei Heart Forum:
"When I saw a promoter girl using a screwdriver to unpack the counter and put the counter in the best position, I was able to start selling it the next morning. I was deeply touched; when I saw the retail store at The decoration was closed, the promoters put the temporary counter at the door of the store, and continued to show, explain, and distribute flyers to passers-by. I wonder if it is motivation or pressure? Is it autonomous or forced?"
"Channels are profitable, channels are changeable, and channels are not credible. This is our usual understanding of channels. But OV has made channels into its own branches. It is no longer a pure channel. It can be said to be a channel. The ultimate model: the manufacturer's channel system + factory direct supply stores, leaving the retained profits in their own systems, to maximize the profits of the distribution to retailers," he also said.
The main focus of Huawei employees is OV's marketing, channel and brand operation model, but another Huawei employee talked about the “consumer demand orientation†that OV takes at the heart of the forum.
Because OV has sponsored variety shows and established offline channels, OV is easy to create a higher cost impression. However, according to the above analysis of the cost structure of OV mobile phone products, even if Huawei has the cost advantage of Hisilicon chips, The cost control of the mobile phone OV of the gear position is still better than Huawei.
"Analyzing the cost of OV province, the last thing we got is the one that we said the most: 'Customer-centric'. This 'customer-centric' is divided into two points. The first is that customers don't need it. Second, the customer needs to configure even if the cost increases.†The above-mentioned Huawei employees said that, for example, the OPPO mobile phone has fewer frequency bands that consumers do not use, and each frequency band can save 1 dollar, and the cost of the fast charging function is increased. Because it captures the characteristics of "20% to 30% of users charging time is about 15 minutes", it means capturing 20%~30% of the user base.
"OPPO and vivo have not changed much in so many years of play, relying on persistence." Recently, Cool CEO Liu Jiangfeng told the media.
OV did not create an updated business model, but continued the traditional style of step-by-step, and this style of play is actually a long-standing business model in China.
The bottom line of the offline channel is the key to the industry chain behind the e-commerce channel.
Abstract From 3G to 4G, looking at 5G, the Chinese mobile phone market has changed and changed over the past few years. It has gone through the "China Cool Alliance" and has become the top three "O, V, and China". The new Warring States period in which other manufacturers secretly accumulate power. Just passed...
From 3G to 4G, looking at 5G, the Chinese mobile phone market has changed and changed over the past few years. It has gone through the "China Cool Alliance" and has gone through the tide of Internet mobile phones, and has entered the current "O, V, China" three hegemony, The new Warring States period in which other manufacturers secretly accumulate power.