Date Published: July 26, 2017 Source: China Lighting Network Share:

According to recent regulations on mercury-containing batteries and fluorescent lamps, the development of mercury-containing fluorescent lamps has been significantly restricted. Following the eventual phasing out of these lamps, LED lighting is expected to expand its market share considerably. Here are ten pathways for China’s LEDs to achieve globalization.

Path One: Hidden Branding

A hidden brand refers to a company's brand remaining unknown while focusing solely on profit generation without any brand recognition. This approach allows businesses to remain anonymous while profiting from their operations. While this strategy can be lucrative, it carries significant risks. For instance, one quality mishap could tarnish the reputation and result in substantial losses. Many large factories adopt this strategy, maintaining close ties with suppliers while squeezing margins to maximize profits. Although this method can be effective, it is not without its challenges.

Path Two: Creating a Brand

Building a brand means establishing something that is uniquely yours. It is a challenging path but ultimately rewarding. A company like N, which ventured into the UK market, has spent years cultivating regional awareness and recognition. Despite the initial difficulties, the company has achieved notable success. The investment required is substantial, and the returns can take time to materialize. The journey of creating a brand is arduous but worthwhile, as seen in the case of N, whose efforts have led to global acclaim.

Path Three: Dual Brand Strategy

The dual brand strategy involves leveraging established brands to enhance your own market presence. For example, while working at S Company, I observed how the company shared its brand with clients, which was met with high praise. Some leaders might feel pride in their independence, but embracing partnerships can lead to unexpected opportunities. Take the case of WELLMAX, which capitalized on its association with S Company to establish a strong foothold in markets like Frankfurt, South America, and Southeast Asia. This approach requires strategic foresight and adaptability to seize such opportunities effectively.

Path Four: Acquiring a Brand

Acquiring a brand is another viable option. This involves purchasing an existing brand to leverage its established reputation. Companies like TCL and Skyworth have attempted this route, though not without challenges. Konka, under General Qin's leadership, successfully acquired Toshiba Lighting, showcasing how domestic brands can compete globally. Internationally, similar strategies can yield comparable results. The historical and cultural nuances of different regions can influence brand adoption, making this a complex yet promising avenue.

Path Five: Leveraging Existing Brands

Leveraging existing brands involves using a well-established brand to boost your own market presence. E Company has excelled in this area by partnering with American Whirlpool and European Electrolux. This strategy aligns closely with the dual brand approach. By borrowing established brands, companies can benefit from shared resources and mutual growth. Proper execution of this strategy can lead to mutually beneficial outcomes, providing a competitive edge in the global market.

Path Six: Building a Brand Abroad

Building a brand internationally involves investing in global marketing efforts. This approach has been successful for many domestic companies, with Beijing's Shen An leading the way. However, applying these tactics overseas presents unique challenges. Regional protectionism and local policies can hinder progress. Overcoming geographical barriers requires innovative solutions. Whether domestically or internationally, cross-regional expansion often encounters resistance due to cultural and regulatory differences.

Path Seven: Collaborative Branding

Collaborative branding involves joint ventures or partnerships to build factories in China, combining strengths to reach global markets. Did you know that the "filament lamp" king is based in Shaoxing under the name Xinhe? Their monthly output leads the industry, with nearly all products exported. This facility was originally built by Osram and continues to supply major brands today. Such strategic partnerships exemplify how collaboration can drive global success.

Path Eight: Specialized Branding

Specialized branding focuses on leveraging patents to achieve global recognition. Huawei and Ri Disheng have demonstrated this approach effectively. When Ge Dashu, the inventor, was offered a patent by S Company, he wisely declined. Today, such patents would likely be exploited differently. Patents offer a powerful tool for global expansion, though their implementation requires careful planning.

Path Nine: Notable Branding

Notable branding involves creating a brand that stands out globally. Many Fujian and Wenzhou enterprises excel in this area, with numerous clothing and shoe brands gaining international recognition. The concept of "the moon is still a foreign circle" resonates with some, highlighting the appeal of foreign brands. Lighting companies should embrace this trend and explore global opportunities rather than confining themselves to domestic markets.

Path Ten: Expanding Through Acquisition

Expanding through acquisition involves merging with or acquiring other companies to strengthen brand presence. Mu Linsen and Landwell Vance’s partnership represents a groundbreaking initiative. Currently, Philips Lighting leads the global lighting market, and Mu Linsen’s synergy with Landwell amplifies their combined strengths. This holistic approach to the industry chain is unparalleled worldwide. As colleagues in the business, we commend this innovative step forward.

Tags: How China's LED industry is moving toward globalization

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