Mr. Michael Porter, a famous American competitive strategy scholar, is an advocate of global corporate strategic competition. His outstanding contribution is to summarize three profit models for market competition under traditional industries: “differentiation”, “cost leadership” and “concentration”. A little" for global companies to choose. In the domestic lighting industry, Otlan (Asia) Electric Co., Ltd., which set off the industry's red hurricane in 2007, Michael Porter's point of view coincides with his manager Han Xiaoming's business strategy. This has also become the magic weapon for Otlan.

Winning the magic weapon: do not take the usual path


“Without the usual practice, Otlan is not today.”
——Huang Xiaoming, the head of Otlan

In the face of the complicated competition in the industry and the current price war, Han has performed very sensibly. He said: "At the beginning, Otlan has fallen behind others. If you don't work hard, you can never surpass others. You don't even have the chance to connect. If you wait until the time is ripe, follow the other people's back, Otlan will sooner or later. Will be very far away from other brands."

Therefore, compared to other people's step by step, the Otlan people are more advocating the spirit of adventure. After setting 2007 as Otell's "Full-Time Marketing Year" and "Brand Service Year", Otlan began a red storm in the country, which also inserted the banner of Otlan into the north and south. Mr. Han said: "Every day there will be a lot of things. What we can do today will never be pushed to tomorrow. Even if there are flaws and imperfections, there will be time to make up for the correction. Today, Otlan does nothing but do not want to do it. of".

"Reporting worries and not reporting good news" is the "death order" issued by Han to his subordinates. He is not interested in the numbers, he seems to be somewhat careless about performance and sales. However, for the speed and quality of outlet development and the problems in the market, he asked his subordinates to report without any details. At the same time, the Complaint Center is also directly managed by him. He said: "Some companies have a sound organizational structure, procedural norms, and complaints are often reached through layers of checks. Such complaints and opinions have been greatly reduced when they arrive. It does not make much sense. Only by breaking through the normal channels can he understand the most authentic. With market information and opinions, Otlan can also make progress every day."

Winning magic weapon 2: cost leadership, first harvesting and harvesting

“How to choose between development and cost risk is the confusion of most medium-sized companies.”——Huang Xiaoming, the head of Otlan

Large-scale enterprises fight for quality, small enterprises fight for price, and medium-sized enterprises that are between large enterprises and small enterprises are like sandwich biscuits. It is the most difficult to manage. Of course, the development is smooth, and everyone is happy to be promoted to a large-scale enterprise. If it is not smooth, it will be downgraded or even eliminated.


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