At the same time, these data also show a very harsh reality: the development of most LED companies in my country is extremely unstable, and the ranking of company development changes greatly every year. Often companies that had good development momentum in the past few years disappear or struggle to survive after 3-5 years, and are on the verge of being abandoned by the industry. There are also often unknown companies that are unexpectedly discovered to be high-quality companies with strong profitability and promising development prospects.
In the development process of the semiconductor lighting industry for more than ten years, we can clearly see that there are many such companies: initially relying on unique technology or product innovation, or relying on well-known team leaders, or relying on a solid market channel system, or relying on strong external financial support, or even relying on their public relations capabilities for the government or key institutions, they have created their own distinct competitive advantages.
When these companies were founded, they enjoyed a moment of great success, with the potential to dominate the world or dominate one area, and they made exciting development promises to investors and management teams. We have also seen that some of these companies often do not last long. Within 3-5 years, their technologies and products are marginalized or their development models are imitated and surpassed. They are forced into the vortex of irrational competition. How to survive becomes their only pursuit. The epitaxial chip companies that were once prosperous and some high-profile lighting companies such as street lamps have contributed many vivid cases to us. Sad, deplorable.
Why this? Why do ambitious corporate development plans fail to keep pace with industry developments? Why do well-designed products miss the rhythm of market demand? Why can’t large investments in R&D meet customer needs? Why did the unprecedented market demand forecast fail to translate into generous profits for investors?
On the contrary, there are also some companies whose technology research and development and product innovation are not necessarily very radical. They do not have high-profile and huge financing plans or vigorous brand promotions, nor have they made drastic changes in industrial transformation. They are just firm and steady development advancement, and those that are low-key even receive no attention. But it is these companies that are often suddenly discovered. It turns out that they are the companies with the most profitability and the most comfortable life, and they have taken the lead in many aspects such as scale, technology, channels, and brand. Why did it come to this?
There must be many differences between these two types of enterprises, and these differences subtly affect the development process of the enterprises. These differences must also exist in all aspects, such as technology, products, funds, partners, background, resources, etc. But there is one difference that undoubtedly plays a very decisive role in it. This difference is the accurate and firm strategic positioning of corporate development that is necessary for the sustainable development of enterprises.
Liu Chuanzhi once said when referring to the development of Lenovo, "Having an accurate and appropriate positioning of the company is an important factor for us to survive and gradually prosper. Because only by combining the industry and industrial development status and achieving accurate company positioning can we set high goals and follow our goals step by step. At present, what domestic semiconductor lighting companies need to achieve sustained and stable development is accurate and stable strategic development positioning, which is obviously much more important than specific technical routes, product design, capital acquisition and many other aspects. The key role of company positioning is to perfectly match the company's R&D, production, market and industry conditions. In the current rapidly changing industry development, we must grasp the essence of corporate development to establish a stable development direction.
Of course, we believe that those companies that have suffered setbacks in their development must have done a lot of analysis and consideration on their future development positioning at the beginning of their development, and must have clearly stated their strategic development vision and positioning in their company development plans. The key question is why the strategic positioning of these companies fails to be consistent with the direction and pace of industry development, or even runs counter to it?
We must admit that semiconductor lighting is an industry with obvious specialties. For more than ten years, semiconductor lighting has been in a development stage with unlimited opportunities and constant innovation, but it is also changing rapidly and is difficult to grasp. Flip-chip, COB packaging, no heat dissipation design, no power supply lamps, intelligence, ZIGBEE...new semiconductor lighting technologies are emerging in endlessly; government projects, demonstration projects, ODM, BOT, EMC, e-commerce, O2O, etc., new channels for semiconductor lighting are dazzling; vertical integration, horizontal expansion, strategic equity participation, project mergers and acquisitions, venture capital, capital crowdfunding, IPO, strategic alliances, etc., semiconductor lighting development models have taken turns.
In the rapid changes, the semiconductor lighting industry has created unlimited development opportunities. At the same time, the advantages of rapid changes make it difficult to grasp these opportunities. It is precisely the particularity of the development of the semiconductor lighting industry that, when faced with the ever-expanding "cake" of semiconductor lighting, various temptations make companies ecstatic but at a loss. In this alternating process of joy and sorrow, it is easy for companies to either break away from the reality of the industry and set overly optimistic development goals, or to make frequent and passive hasty adjustments with every change in the industry, and the development results of the company can be imagined.
In particular, as the application of semiconductor lighting in key areas such as backlighting, lighting, and display screens gradually matures and is accepted, the semiconductor lighting industry is now entering a critical period of reshaping the industrial structure. With the gradual stabilization of the industrial structure, the dominance of industrial development will gradually be concentrated in a few key enterprises. For many small and medium-sized enterprises, the next few years will be a critical period for enterprises to achieve leapfrog development.
In the critical period of industrial development, how to clarify and adjust its development positioning and formulate practical development goals and strategies will, to a certain extent, determine the future survival status of the enterprise. For most enterprises, correct and firm development positioning will be a more realistic factor that affects the future prospects of the enterprise than technology, products, funds or channels. At the same time, development positioning is precisely the factor that enterprises have the most initiative to adjust and consume the least resources. Therefore, it is crucial for the company's decision-makers to allocate more energy and resources, and carefully re-examine and adjust the company's positioning and development strategy based on the actual development trend and rhythm of the industry. This will definitely play a role in getting twice the result with half the effort for the company's future development.
How to review and evaluate your own development positioning, and how to keep it in step with the development of the semiconductor lighting industry to ensure the pace of corporate development? At the same time, ensure that enterprises can not only seize development opportunities without losing the opportunity, but also disperse development risks to the greatest extent? Combining the current status of the development of the semiconductor lighting industry and the development judgment in the next few years, in order to cope with the competition in the industry structure that is entering, companies can at least consider the evaluation and adjustment of the company's development positioning through the following aspects.
Equip a "third eye" that has insight into the overall development of the industry: industry development support from a professional and authoritative third-party industry research and consulting organization is needed. This organization can evaluate and judge industry development in real time from the overall perspective of industry development, and combine the development of enterprises with the pulse of the industry from a third-party perspective to provide enterprises with a basis for decision-making and action.
Develop a regular enterprise development evaluation and adjustment plan: Comprehensive evaluation and adjustment of enterprise development at least once every six months is required. This assessment and adjustment must be objective and accurate, therefore, the intervention of external personnel or institutions is necessary. Evaluation and adjustment should be continuous. Only frequent and timely small corrections can avoid major iterations in enterprise development.
Establish a risk diversification or sharing partnership system: What often knocks down an enterprise are sudden and unpredictable risks. The development of an enterprise will inevitably encounter various unpredictable difficulties and risks. Establishing a strategic cooperation system through complementary advantages to form an efficient and low-cost industrial system is necessary and necessary in the process of establishing the semiconductor lighting industry pattern.
In the critical period of increasingly fierce competition and adjustment of the industrial structure, a clear corporate development positioning will enable the company to calmly respond to the various changes in the industry, calmly allocate development resources according to its own goals, allow the company to embark on a steady pace of development, and achieve an undefeated pattern of the company.
ANNA