Is it feasible for lighting companies to choose cross-industry distributors?

Introduction: The marketing strategy of the first "Logistics Branch Promotion Conference" and the "Adjustment of the Merchants Conference" held by Yizute Lighting was refreshing: Most of Yi's Lighting's dealers are mostly distributors in the communications industry. ; And dimming masters even more, its dealers are almost all veterans of the automobile, real estate, department stores and other industries. Is it feasible for companies to choose cross-industry distributors? In the end is the advantage outweighs the disadvantages, or does the disadvantage outweigh the benefits?

Positively facilitates the development of the enterprise

Zhongshan Goya Lighting General Manager Zhang Hongwei

For other industry professionals, the lighting industry may be a profitable industry. But in fact, after several years of development, the lighting industry has entered the era of low profit. With the rapid rise of the Internet, the information channels of all walks of life have gradually been opened up. Some prophetic distributors have already begun to realize the tremendous energy embodied in cross-industry integration. Upstream companies have gradually absorbed dealers from other industries into the lighting industry. .

Companies need to adopt targeted marketing models when choosing cross-industry distributors. For example, do home lighting can find furniture businesses to do agents; do engineering lighting and commercial lighting should find ceramic industry and design institutes and other commercial dealers to do the agency; and like we do outdoor LED landscape lights, generally find Related professional design of outdoor engineering companies, road landscape management and related government lighting and other departments as agents. This targeted cross-industry marketing model is conducive to promoting the popularization of the brand and can effectively spread the brand and word of mouth to other industries.

Although these dealers do not have experience in the lighting industry, they have strong strength and are successful in their original areas. As the old saying goes, “Interlacing does not matter”, and the successful experience of the industry often limits people’s thinking. On the contrary, cross-industry managers do not have the experience of the industry in their minds, but are more likely to succeed.

From a business strategy perspective, dealers' cross-industry integration and operations not only can decentralize dealers’ business risks, but also can, to a certain extent, circumvent the potential risks that an industry may bring to dealers in the future market fluctuations, and can also increase The profit growth point of distributors; From the product point of view, after cross-industry integration of dealers, a huge product cluster can not only meet the increasingly strong one-stop shopping needs of consumers, but also can gather more for dealers. Customer resources; From the perspective of marketing, dealer cross-industry integration can not only learn from other industry's advanced marketing concepts and operating methods, but also help dealers build and promote their own brands. All in all, the cross-industry complementarity of lighting industry is absolutely feasible, and it is also one of the main ways for companies to break through the bottleneck of development.

Anti-party violation of commercial principles

Alex Lighting Marketing Director Yin Yasong

The search for dealers across industries is contrary to the general principles of business operations. The most obvious weakness is the desire to seek further improvement. As the saying goes: "Interlacing is like every other mountain." Dealers from other industries know very little about the lighting lighting market. It is true that the inter-industry marketing ideas can be cross-referenced and even copied in some cases. However, this is only a special case and not a universal axiom. It is a heavy price to pay for hard work and no difference between the crown and the li. There are three fatal injuries:

1. Those who do not belong to the industry come to conduct marketing or terminal sales. There must be a relatively long period of adaptation. "By the speed of soldiers," in the mall, business opportunities are often fleeting. The long-term dissatisfaction with the dealers is likely to make the company's brand development pace stagnated in the region's market, delaying the fighter.

2. The resources of off-the-shelf dealers who are familiar with the industry are not being fully used, and the development of local consumer groups and connections will be re-established. This will inevitably consolidate the competitors’ industry position and damage their interests.

3, after all, lighting has its own product-specific, other popular consumer products can go supermarket mode, and can sell well. However, at present, there are many forms of lighting or specialty shops, or even professional stores. This makes the terminal business thinking of other consumer products very different.

Moreover, in cross-industry integration, dealers must also carefully consider the following six issues: First, whether the company currently has accumulated a solid financial strength, and formed a strong corporate core competitiveness; Second, the industry and industry, products and products Whether there is correlation and complementarity between them; Third, whether the current company has the ability to manage cross-industry integration; fourth is whether the investment return rate for integrating relevant industry resources is known; and whether the integrated development strategy plan has been Do you have a clear and well-defined product orientation? Sixth, whether talent reserves have been put in place.

Whether it is Shantou or innovation depends on the action

Yantai Hongyi International Lighting Co., Ltd. Marketing Director Xiao Zhong

In the face of increasingly diversified and fiercely competitive markets, how to “break” through continuous marketing innovations and increase product sales and market share is an issue that needs to be addressed in front of people in various industries. When you feel that your channel is aging or the resource advantage is not obvious, companies may find new ideas and introduce different competitive resources to other industries. This may be a good choice, but still need to solve the channel innovation through market segmentation. Basic issues. The easy-to-innovate channels for cross-industry investment promotion may allow them to taste the market segmentation marketing.

Cross-industry investment is a very eye-catching integrated marketing communications gimmick. But is this a panacea for corporate development? The answer depends on the specific implementation. Both channel innovators and new entrepreneurs should be fully prepared for it:

First of all, the most important thing for cross-industry investment is to consider the integration of new industry channels with the target market of this product. To survive, new channels will require the breadth and depth of a sufficient combination of new industry channels and the target market of this product. There is an intersection between the two, and new channels will be able to make the best use of resources and make the best use of it.

Secondly, the link between the new industry channels and the target market of this product needs to be continuous. If it is only a temporary marketing communication, there is no doubt that there is no vitality.

Third, manufacturers must be psychologically prepared to cultivate new channels. The output of new channels must be lagged behind. If you want to immediately get rich returns through the new channels, even if the sweet period of the investment period appears, it will not be long before manufacturers will complain to each other and affect the in-depth development of channels.

Fourth, the new channel needs continuous material and financial resources to ensure its formation. Whether the various resources (financial resources, human resources, material resources, and personal connections) of the vendor can be integrated, and whether the marketing policy is feasible and sustainable will be a cross-industry channel. Expansion has a substantial impact.

Finally, cross-industry entrepreneurs also need to consider the development of their own industries. If cross-industry entrepreneurs can't even do a thorough job in their own industries, they dare to ask if they have the ability to add new bricks to the construction of new products.