China's LED lamps are being exported to all over the world.
With the successive implementation of the ban on white countries, the demand for LED lighting has increased greatly. As a big LED lighting industry, China's LED lamps are also being exported to all parts of the world. For LED lighting companies, in order to do a good job in the export market, I think it is very necessary to systematically and systematically carry out brand output and channel construction. From the current point of view, there are not many LED companies that are willing to invest more in the overseas market. For example, many companies often arrange production and shipments after receiving orders. As a result, when customers receive products, they have already received the products. It’s two or three months later, and the other party may choose another home because of the time constraints. In fact, if companies want to truly market, they must invest, whether it is overseas or domestic. Multinational groups such as Philips and Osram have operations all over the world. They set up overseas institutions, carry out brand promotion, and recruit local talents for local operation. These experiences are worth learning from. Generally speaking, the economic and cultural developments of different countries are very different. For example, the channels in the United States, Japan and some European markets are more mature and concentrated, and they have strong distribution channels. India’s domestic lighting industry has a relatively strong foundation, and Southeast Asians have masters of lighting sales channels. More, many lighting markets in emerging countries and regions are still dominated by hardware channels. North American consumers have higher requirements for luminous flux, prefer warm white light; consumers in Central Asia prefer cold white light of around 6000K. Therefore, for the export market, our overall thinking is to unify the thinking and adapt to local conditions. The so-called unified thinking refers to maintaining consistency in product planning, brand positioning, etc., and adapting to local conditions is to tailor product mix, price policy, distribution system and according to local channel status, consumption habits, industrial base, cultural customs, etc. Public relations, and at the same time, it is best to have a marketing team and advertising partners. In the actual development of the export market, enterprises are more likely to encounter two major problems: First, the lack of professional and suitable talents, especially non-English-speaking countries, such as Russia, Turkey, etc., locals do not speak English, first in the language There are great obstacles in communication, let alone a deep understanding of the local economic and cultural situation. Second, it is difficult to find suitable agents. It is quite difficult to find first- and second-tier dealers with deep channel bases in the local area. . Therefore, enterprises need to be grounded when exploring overseas markets. For example, Mulinsen has taken part in local exhibitions, forums, etc., and found local advertising companies to cooperate with the marketing team sent from China to cut into the local market as soon as possible.
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