2 thoughts on “What is the strategic differences between Changhong, Hisense, TCL, Konka”
Della
1 The three -coordinate plan launched by Changhong Group in 2004 began to expand multi -level. In 2011, it began to lay out in the fields of kitchen and bathroom appliances, LED lighting, etc., which made Changhong Group enter the era Enterprise. Changhong’s various industrial groups assume different responsibilities in the 100 billion plan. Among them, the three major sales revenue in 2010 mainly comes from multimedia, white electricity and IT communication industries. And these three major industries will also become the main profit contribution point of Changhong Group in the next few years. However, we have to see that with the growth of the size of Changhong Group, the profitability has not increased simultaneously.
Changhong is mainly the strategy of integrating the industrial chain, and the integrated industrial chain of white and black home appliances. For example, there are Meiling refrigerators, as well as the world’s second Huayi compressor; there are Changhong TVs, as well as independent plasma panel production lines. It is what Hisense, TCL, Konka and other home e -commerce companies cannot be possessed.
2 Hisense has always adhered to the development strategy of “technical enterprises and stable operations”. It has a national corporate technology center. The annual technical investment accounts for 4%of the sales revenue. It is a technology -driven enterprise. Hisense’s international development strategy is currently Hisense as the fifth largest tablet TV manufacturer in the world; the future of Hisense is the top three of Tablet TVs in the world, and the fifth global refrigerator and air -conditioning.
3 TCL’s strategic structure has also changed. Huaxing Optoelectronics Investment is 24.5 billion yuan, and the 8.5 -generation LCD panel project will occupy extremely important positions in the TCL business group in the future. Four major industrial groups. TCL has completed the layout of the entire home appliance industry chain and promoted the green business strategy. TCL Obo Environmental Protection Company, which is by far the largest investment in China’s home appliance recycling processing project and the most advanced technology.
4 Konka has implemented industrial adjustment in recent years. Its goal is to achieve 3C -combined color TV, communication, and computers; the industrial structure has reached 60 % of color TV, 30 % of mobile phones, and 10 % computers. Through innovation and adjustment of overseas strategy, for overseas markets, Konka has a strong ODM foundry capabilities. The gross profit margin in low -end market products is not high. In the middle and high -end markets, the cost advantage will be more obvious than the international brand. It will be higher.
The above is just a simple summary. You can see that these Chinese companies are characterized by long -term strategic instability. In the face of the market environment, it is constantly adjusting, and even strategic transfer. The long -term technical strategy of Hisense in the four companies is the most stable; Changhong’s scale strategy is the largest, but the profitability is the biggest shortcoming; Konka’s diversified strategy has begun to shrink, creating more focused professional brands, TCL’s industrial chain strategy, consolidating the world for the world The positioning of consumer electronics enterprise groups operating in sexual standards to break the strategy of over -diversification of one network to do the brand strategy and return to the main business.
1 The three -coordinate plan launched by Changhong Group in 2004 began to expand multi -level. In 2011, it began to lay out in the fields of kitchen and bathroom appliances, LED lighting, etc., which made Changhong Group enter the era Enterprise. Changhong’s various industrial groups assume different responsibilities in the 100 billion plan. Among them, the three major sales revenue in 2010 mainly comes from multimedia, white electricity and IT communication industries. And these three major industries will also become the main profit contribution point of Changhong Group in the next few years. However, we have to see that with the growth of the size of Changhong Group, the profitability has not increased simultaneously.
Changhong is mainly the strategy of integrating the industrial chain, and the integrated industrial chain of white and black home appliances. For example, there are Meiling refrigerators, as well as the world’s second Huayi compressor; there are Changhong TVs, as well as independent plasma panel production lines. It is what Hisense, TCL, Konka and other home e -commerce companies cannot be possessed.
2 Hisense has always adhered to the development strategy of “technical enterprises and stable operations”. It has a national corporate technology center. The annual technical investment accounts for 4%of the sales revenue. It is a technology -driven enterprise. Hisense’s international development strategy is currently Hisense as the fifth largest tablet TV manufacturer in the world; the future of Hisense is the top three of Tablet TVs in the world, and the fifth global refrigerator and air -conditioning.
3 TCL’s strategic structure has also changed. Huaxing Optoelectronics Investment is 24.5 billion yuan, and the 8.5 -generation LCD panel project will occupy extremely important positions in the TCL business group in the future. Four major industrial groups.
TCL has completed the layout of the entire home appliance industry chain and promoted the green business strategy. TCL Obo Environmental Protection Company, which is by far the largest investment in China’s home appliance recycling processing project and the most advanced technology.
4 Konka has implemented industrial adjustment in recent years. Its goal is to achieve 3C -combined color TV, communication, and computers; the industrial structure has reached 60 % of color TV, 30 % of mobile phones, and 10 % computers. Through innovation and adjustment of overseas strategy, for overseas markets, Konka has a strong ODM foundry capabilities. The gross profit margin in low -end market products is not high. In the middle and high -end markets, the cost advantage will be more obvious than the international brand. It will be higher.
The above is just a simple summary. You can see that these Chinese companies are characterized by long -term strategic instability. In the face of the market environment, it is constantly adjusting, and even strategic transfer. The long -term technical strategy of Hisense in the four companies is the most stable; Changhong’s scale strategy is the largest, but the profitability is the biggest shortcoming; Konka’s diversified strategy has begun to shrink, creating more focused professional brands, TCL’s industrial chain strategy, consolidating the world for the world The positioning of consumer electronics enterprise groups operating in sexual standards to break the strategy of over -diversification of one network to do the brand strategy and return to the main business.
Hisense for one of the five famous brands in the world in the world