From wage earners to self-employment, from OEM to independent brands, this is the bitter entrepreneurial road that NVC Lighting President Wu Changjiang and others have walked.
In the early 1990s, Wu Changjiang, who just graduated from college, came to Guangdong from Xi'an and worked for Taiwan-funded and Hong Kong-owned lighting companies for a year, but his real purpose was to "own his own business in the future." In December 1993, Wu Changjiang left the working company. At that time, he only had more than 10,000 yuan. He found six shareholders and collected 100,000 yuan to set up a lighting company. When the company is at a certain scale, it is controlled by a Hong Kong boss. Wu Changjiang is responsible for the company's production and technology development. The market is under the responsibility of the Hong Kong boss. The products are mainly produced for OEMs and then sold to Europe.
From OEM production for foreign companies to own brand, let others produce their own OEM, "NVC" spent less than 7 years.
Although the orders for OEM production are stable, Wu Changjiang does not satisfy this model.
There are two reasons why he decided to enter the expanding domestic market: "First, the Chinese market is very large, including some foreign multinational companies are optimistic about the Chinese market. If others can do well, I will certainly be able to do well. I will taste the Chinese market. China's national conditions are better than foreigners. Second, my products are exported to Europe, and I have provided support to some of Europe's top brands. I have obtained some very authoritative certifications in Europe, like 3C, which is recognized in Europe. I firmly believe in Chinese consumers. Will also recognize the quality of my own products."
However, the Hong Kong boss who holds the controlling rights believes that the domestic market is not standardized, management is chaotic, lack of integrity and lack of intellectual property protection, and resolutely disagree with Wu Changjiang's approach. Wu Changjiang repeatedly thought about it and finally made up his mind.
At the end of 1998, Wu Changjiang left the company alone and established Huizhou NVC Lighting Company. At the beginning, it was mainly based on the domestic market, and also accepted the European OEM business. Before deciding to develop the domestic market, Wu Changjiang conducted a survey and found that the domestic lighting market is very chaotic and still in a disorderly competition. There is still no real brand in the domestic lighting industry. Even some famous foreign brands account for a small proportion of the market. This has strengthened the confidence of Wu Changjiang to create a brand.
"NVC" takes the spotlight as the first breakthrough, and the business gradually expands to copper lamps, lamp panels, etc. At present, "NVC" has formed a total of six product groups, including commercial lighting, home lighting, outdoor lighting, intelligent lighting, electrician. Products, light source appliances. In the field of commercial lighting is a leading position.
In 2004, the turnover of “NVC†reached the highest level of 600 million yuan, ranking the forefront of the industry. In 2006, the turnover of “NVC†reached 10 billion yuan, and the industry leadership position has taken initial shape.
"No one has me, people have me new" is the way to survive in the market competition.
“Being a brand is different. People sing you to jump. If people sing you and sing along, your brand is not easy to spread.
If someone wears a suit when wearing a tunic suit, people will remember you right away. "Wu Changjiang does not agree with the company to invite the stars to be the image spokesperson. He emphasizes the brand differentiation and reputation.
Due to the rapid growth of market demand, even if the production line is expanded to six, the “NVC†products on the market are still out of stock.
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