Wu Changjiang, Chongqing Tongliang people. Vice President of Chongqing Chamber of Commerce in Guangdong Province, President of Huizhou NVC Optoelectronics Technology Co., Ltd. He graduated from Northwestern Polytechnical University in 1988 with a major in aircraft manufacturing. He went to the sea in 1992 and founded NVC in 1998. In recent years, it has introduced internationally renowned investment institutions Softbank and Goldman Sachs, and corporate governance has been further standardized. In 2008, NVC's output value reached 4 billion yuan, becoming China's largest lighting company and the industry's most recognized local lighting company with the most international potential.
At first sight, Wu Changjiang was at the launching ceremony of the second anniversary of NVC Lighting Wanzhou Base and the launching ceremony of NVC's Wanzhou Base. Wu Changjiang, who was on the stage, expressed his enthusiasm and swayed. When the celebration ended, Wu Changjiang, who was sitting in front of the reporter as an interviewee, was simple and peaceful, and there was no shelf for the "China's first brand of lighting" at the helm. The development of NVC in the past 11 years is not shocking in his story. When it comes to some key events of NVC's development, his tone will unconsciously rise. Behind these words, there is a story of how magnificent and ruined. What?
Channel: The first store model to open the lifeline
Channels are the lifeline of every enterprise's survival and development, and it is also true for NVC. It can even be said that without the success of channel construction, there is no such thing as the “first brand of Chinese lighting†today. In 10 years, sales growth has exceeded 110 times, and the average annual compound growth has been nearly 70%. Behind the story of NVC Lighting's growth is Wu Changjiang's mastery of channel construction and integration.
Now that we talk about the store model, everyone will not feel strange, but in the domestic lighting field, this model was first advocated by NVC. Why do you think of this form of a store? "NVC has limited funds, can't afford advertising, and promotes the 'NVC' brand through a specialty store. It can both serve as an image and strengthen channels. It not only opens up the sales situation, but also cultivates the brand image. It can be described as a virtuous circle. Wu Changjiang introduced the reporter to the reporter.
According to the data, on average, every time a store is opened, NVC Lighting subsidizes 30,000 yuan. Such a "preferential" policy has attracted a large number of dealers to join, and NVC Lighting quickly established its own channel. In July 2000, the first NVC store opened in Shenyang, with more than 2,200 as of October 2008.
The average subsidy of 30,000 yuan once made the NVC lighting in the initial stage stretched, but it gave it significant long-term benefits. Wu Changjiang recalled: "In the first three years, all the money we earned was invested in product research and development, and we built a specialty store. In the Spring Festival of 2000, I even borrowed 20,000 yuan for the New Year. However, when the channel layout was basically formed, the company's channel cost was heavy. Lightening, it has gained the profit contribution from revenue growth. In the early stage of development, NVC Lighting established its own brand image through the form of a specialty store, avoiding the positive competition with international big brands, and also with “scatter, chaos, and poorâ€. The weak domestic brands have drawn a clear line and laid a good foundation for later development.
Change: bold reform without fear of pressure
Anyone who knows the history of NVC will find that every leap in NVC's development is based on change.
The birth of the store model is a revolution in the sales model of traditional lighting products. As a result, the channels are spread all over the country, and the sales volume and brand awareness have risen. The decentralization of management and the transformation of dealers into operational centers responsible for the operation and management of a regional market are also a major change. This time, Wu Changjiang succeeded.
In 2005, NVC had thousands of stores nationwide. However, Wu Changjiang also found that the costly store model is difficult to extend the reach to the third and fourth-tier markets, unable to cover the dead ends and blind spots of the market. Moreover, hundreds of county-level dealers have made NVC's management line long and the pressure on them is too high. It is difficult to respond quickly to the needs of the township primary market. If it does not change, there will be big problems in the future. .
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