The core competitiveness of an enterprise has three basic characteristics: first, it has the potential to enter a diversified market; second, it can make a key contribution to the value that customers value in the final product; third, it has the ability that competitors cannot imitate. All three characteristics reflect a common value, that is, the company must focus on the customer, explore the customer's demand for the final product from the customer, meet or exceed the customer's demand for the product, and determine it as the enterprise product. The ultimate mission.
Among the winning rules that countless successful brand companies show us, almost all of them are product values ​​that are the core competitiveness. In 1987, when 45-year-old Li Jianxi took over Samsung from his father, Samsung was still a strong Korean electronics company. Starting with product innovation and quality, he recycled all the 150,000 defective mobile phones produced, and together with the employees, he swore that he would never make such products again and burn them all. In addition, he attaches great importance to the introduction and cultivation of product innovation R&D talents, and has established several product R&D centers in Germany, the United States and South Korea according to different regional resource advantages. This series of initiatives has created Samsung's status as a king in consumer electronics today. Similarly, under the leadership of Jobs, Apple Inc., from the edge of serious losses and on the verge of bankruptcy, will surpass Mobil Oil in 2011 to become the world's number one company by market value, relying on excellent and continuous product innovation capabilities. From iMacs, iPod music players, to iPhones and iPads, Apple's innovative products can create high profits, bring a new era of consumption, and change people's lifestyles.
Focusing on product strength, speaking with products, and supporting the market with cost-effective products are the winning formula for enterprises to participate in competition. In the development process of China's LED industry, there are also many product innovation companies and innovative products. They are relying on the core competitive advantages of products to open up and open up the land, showing the thriving market. At present, the most important problem in the product strength of nearly 6,000 LED companies is the lack of innovation. Some companies do not have independent product research and development institutions, relying solely on OEM processing of foreign companies to maintain their performance; some companies make a living by copying other people's products and relying on the theft of others' research and development results. There are also some listed companies or large enterprises engaged in upstream chip packaging. When extending the product line downstream, the focus of investment is not on product development and innovation, but on speculative market planning, blindly attempting to rely on several so-called doctors. Experts, rushed to the downstream market to fight Jiangshan. These actions, which are not sure of their own positioning, will eventually lead to a crisis.
The "Decision" adopted by the Third Plenary Session of the 18th CPC Central Committee emphasized that it is necessary to strengthen the use and protection of intellectual property rights, improve the incentive mechanism for technological innovation, and explore the establishment of intellectual property courts. The introduction of this initiative will further benefit the intellectual property protection in the LED field, promote the healthy development of the industry, and will further stimulate the innovation enthusiasm of the LED industry.
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