In 2010, the current competitive landscape of China's hardware and electromechanical industry entered the phase of “middle and high-end brandsâ€. The brand at this stage was further refined into medium, medium, and high-middle and high-end market segments, and in the mid-market, it was mainly dependent on price war. , Operation is getting more and more difficult, leading many brands to start upstream development, and strive to obtain more brand value and development space.
In 2009, it was a difficult year for China's hardware and electronic machinery industry. In 2010, it was more difficult and complicated for the industry. Through research, we found that the increase in sales in the first quarter largely depended on the digestion of inventory. As for the double-digit increase in GDP in the first quarter, it cannot fully prove that the economy has steadily improved; although it maintained its sovereignty and independence in the exchange rate game with Americans, in the long run,* The appreciation of ** is inevitable. Under such circumstances, China's hardware industry faces many challenges. In particular, for local hardware companies in China, it focuses on low-end and mid-to-low-end products. With lock prices as the main competitive means, the risk-resisting ability is not strong and the industrial concentration is low. . Even in this environment, there are still some new brands entering the market, showing the intense competition in the industry.
In the face of the fierce competition in the domestic market in 2010, new and old brands have shown different strategies and methods.
As an outstanding representative of foreign brands, Stanley began to enter the Chinese auto maintenance market while upgrading its existing fields. To this end, Stanley fully investigated the characteristics of China's auto insurance market, mobilized a variety of company resources, tailored for the Chinese auto insurance users Rui Chi brand, can be described as well-intentioned.
After Zhu Jinfeng took office, the Great Wall began a series of reform measures. The biggest one is the transformation of the company's shareholding system. The Great Wall wants to realize the integration of industrial chain resources through strategic cooperation plans, enhance the company's initiative capabilities, and promote the brand and market. Rapidly upgrade the Great Wall again.
Due to its unique distribution and business model, Deli quickly became a miracle in China's hardware tool industry. Facing the new business environment and competitive landscape, Deli began to develop Blue Ocean, and hardware supermarkets reflected their wisdom and strength. The March 2010 exhibition , Effectively launched the "chain supermarket" model first, which attracted the industry's close attention.
