“Transferring Haier Gree to seek channel cooperation to attack the strong expansion of the United States†... On Friday (13th), this news bombed the industry. In the United States, in recent years, the rate of expansion has been soaring, and the three major competitors have been fighting incessantly in the first quarter. Under the premise of large disparities in performance, the above rumors seem to be very likely to be true propositions.
Although Gree and Haier did not give a clear reply on cooperation, it seems to the industry that "Gree and Haier have a basis for seeking channel cooperation." In contrast, regardless of Gree, Haier, or the United States, has a strong autonomy in the channel model.
Gree is committed to self-built channels to set up specialty stores, e-commerce online direct sales, and direct sales to sell products. For many years, Glory has retained its unique sales channels. At present, Gree's 90% air-conditioning products are sold to consumers through its own stores and retail terminals.
Compared with Gree, Haier's channels are slightly diversified. In Haier's marketing channels, department stores and retail stores are the main distribution forces. Hai Industry & Trade Corporation is equivalent to the general agent, so the role of wholesalers is very small. Haier’s sales policy also favors retailers, and has transformed many retailers into Haier stores. Followed by Haier specializes in three or four markets in Japan and Japan Shun home appliance chain channel.
Since 2007, the United States has conducted channel integration and transformed its original regional sales center into a sales company. The sales company is jointly funded by the distributors and the distributors hold the shares of the sales company, thereby increasing the enthusiasm of the distributors. On the other hand, the sales branches directly face all kinds of distributors, eliminating the need for the original first-tier distributors. The sales model of the United States is more flattened, and the shortening of the sales chain has led to a significant decrease in sales expenses in the United States. Since the second half of 2009, Midea has incorporated refrigerators and washing machines into the air-conditioning sales channels, and has formed diversified white-electricity businesses at more than 30,000 terminal retail outlets nationwide. Through channel integration, Midea’s expense rate has dropped significantly.
What are the characteristics of the three leading corporate channel models? How should Gree and Haier seek channel cooperation? China National Grid interviewed three industry observers and they commented on this.
Channel: The most independent is Gree Liu Heqing: Gree is the earliest self-built channel and the fastest layout. No matter whether it is in the five markets or the villages and towns, Gree’s management of channels is clear, but Gree’s products are single, not as Haier’s. The same large flagship stores in the United States and the United States are particularly contrastive in the third-tier market. In recent years, multi-point competition based on flagship stores has been particularly prominent.
The three companies have distinct channel styles and do a better job in reaching stores. In the current stage of industry development, after the enterprise has the brand and production capacity, the next step is channel competition, especially the competition for the 3rd and 4th level markets. The investment of the leading enterprises in self-built channels is worthy of other companies to learn from and emulate.
Duanmu Qingyan: At present, Gree, Haier and Midea are the three leading channel models collectively referred to as manufacturers' self-built channels. Gree's self-built franchise branding was very successful. Haier is also a brand store and a daily merchandise chain. The stores in the United States are widely concentrated in three areas. Four markets. However, compared with the situation where there was no large-scale chain retail channel a decade ago, manufacturers supported self-employed companies to emerge from an entrepreneurial wave and thus actively self-built channels. At present, the self-built channels of manufacturers belong to the passive psychology and active behavior. Their purpose is to reduce dependence on large chain channels and ensure profits. In the form of a balance game with a certain number of wholesalers, it is characterized by corporatization and chaining. Comparing the control over the channels, Gree was the first, followed by Haier and the United States.
Liu Buchen: The channels of the three companies have in common: The dependence on the big chain is the lowest among home appliance companies, Gree and Midea are mainly based on specialty stores, and Haier has its own home appliance chain.
However, the channels of the three companies are not the same. The most independent is Gree. More than 95% of its sales are realized by franchised stores, followed by the United States, sales are mainly contributed by franchised stores, and large chains and other channels contribute a part. Haier is a multi-channel form coexist, in addition to its own stores, there are big chains such as Gome, Suning channels, their own chain channels, daily, plus many dealer channels.
From the report of home appliance companies in 2010, we can see that the lower the dependence on the chain, the stronger the profitability of the company. Gree, Haier and Midea are the three household appliances companies with the most profitability. TV companies basically do not have their own independent channels, so their profitability is very poor. The big chain has become a very important bottleneck restricting the profitability of home appliance companies.
Blocking the United States: Fighting Against Inappropriate Competition Law Liu Heqing: This is an unreliable news. Gree and Haier are listed companies. Regarding the cooperation between the two parties, only after the formal textual cooperation and the signing of the cooperation contents can the public be announced. The news may also be to promote the behavior of the stock price and public opinion to the outside world. For a listed company, the company will not accept any good news.
Duanmu Qingyan: Gree, Haier, through channel cooperation to block the United States, this statement is too early, whether the cooperation between the two sides has not yet been determined, and in many stores, Gree and Haier itself there is competition, the long-term cooperation with them, even more critical In fact, under the premise of violating the law of unfair competition, there is no necessity for the purpose of rejecting the United States.
Liu Buchen: The cooperation between Gree and Haier is basic and possible. However, we cannot look at this from the perspective of “cooperation is to stop the United Statesâ€. The perspective is too narrow. Or even if they cooperate, the two parties can only cooperate on a point-by-point basis. You can try to co-operate from the point of view first. If it is successful, then seek cooperation on the surface. Step by step, do not rush. As for the argument against the United States, it is estimated that the media intended to write, but it is also the industry can understand the thing, after all, the rapid expansion of the United States has been alert to competitors.
Although Gree and Haier did not give a clear reply on cooperation, it seems to the industry that "Gree and Haier have a basis for seeking channel cooperation." In contrast, regardless of Gree, Haier, or the United States, has a strong autonomy in the channel model.
Gree is committed to self-built channels to set up specialty stores, e-commerce online direct sales, and direct sales to sell products. For many years, Glory has retained its unique sales channels. At present, Gree's 90% air-conditioning products are sold to consumers through its own stores and retail terminals.
Compared with Gree, Haier's channels are slightly diversified. In Haier's marketing channels, department stores and retail stores are the main distribution forces. Hai Industry & Trade Corporation is equivalent to the general agent, so the role of wholesalers is very small. Haier’s sales policy also favors retailers, and has transformed many retailers into Haier stores. Followed by Haier specializes in three or four markets in Japan and Japan Shun home appliance chain channel.
Since 2007, the United States has conducted channel integration and transformed its original regional sales center into a sales company. The sales company is jointly funded by the distributors and the distributors hold the shares of the sales company, thereby increasing the enthusiasm of the distributors. On the other hand, the sales branches directly face all kinds of distributors, eliminating the need for the original first-tier distributors. The sales model of the United States is more flattened, and the shortening of the sales chain has led to a significant decrease in sales expenses in the United States. Since the second half of 2009, Midea has incorporated refrigerators and washing machines into the air-conditioning sales channels, and has formed diversified white-electricity businesses at more than 30,000 terminal retail outlets nationwide. Through channel integration, Midea’s expense rate has dropped significantly.
What are the characteristics of the three leading corporate channel models? How should Gree and Haier seek channel cooperation? China National Grid interviewed three industry observers and they commented on this.
Channel: The most independent is Gree Liu Heqing: Gree is the earliest self-built channel and the fastest layout. No matter whether it is in the five markets or the villages and towns, Gree’s management of channels is clear, but Gree’s products are single, not as Haier’s. The same large flagship stores in the United States and the United States are particularly contrastive in the third-tier market. In recent years, multi-point competition based on flagship stores has been particularly prominent.
The three companies have distinct channel styles and do a better job in reaching stores. In the current stage of industry development, after the enterprise has the brand and production capacity, the next step is channel competition, especially the competition for the 3rd and 4th level markets. The investment of the leading enterprises in self-built channels is worthy of other companies to learn from and emulate.
Duanmu Qingyan: At present, Gree, Haier and Midea are the three leading channel models collectively referred to as manufacturers' self-built channels. Gree's self-built franchise branding was very successful. Haier is also a brand store and a daily merchandise chain. The stores in the United States are widely concentrated in three areas. Four markets. However, compared with the situation where there was no large-scale chain retail channel a decade ago, manufacturers supported self-employed companies to emerge from an entrepreneurial wave and thus actively self-built channels. At present, the self-built channels of manufacturers belong to the passive psychology and active behavior. Their purpose is to reduce dependence on large chain channels and ensure profits. In the form of a balance game with a certain number of wholesalers, it is characterized by corporatization and chaining. Comparing the control over the channels, Gree was the first, followed by Haier and the United States.
Liu Buchen: The channels of the three companies have in common: The dependence on the big chain is the lowest among home appliance companies, Gree and Midea are mainly based on specialty stores, and Haier has its own home appliance chain.
However, the channels of the three companies are not the same. The most independent is Gree. More than 95% of its sales are realized by franchised stores, followed by the United States, sales are mainly contributed by franchised stores, and large chains and other channels contribute a part. Haier is a multi-channel form coexist, in addition to its own stores, there are big chains such as Gome, Suning channels, their own chain channels, daily, plus many dealer channels.
From the report of home appliance companies in 2010, we can see that the lower the dependence on the chain, the stronger the profitability of the company. Gree, Haier and Midea are the three household appliances companies with the most profitability. TV companies basically do not have their own independent channels, so their profitability is very poor. The big chain has become a very important bottleneck restricting the profitability of home appliance companies.
Blocking the United States: Fighting Against Inappropriate Competition Law Liu Heqing: This is an unreliable news. Gree and Haier are listed companies. Regarding the cooperation between the two parties, only after the formal textual cooperation and the signing of the cooperation contents can the public be announced. The news may also be to promote the behavior of the stock price and public opinion to the outside world. For a listed company, the company will not accept any good news.
Duanmu Qingyan: Gree, Haier, through channel cooperation to block the United States, this statement is too early, whether the cooperation between the two sides has not yet been determined, and in many stores, Gree and Haier itself there is competition, the long-term cooperation with them, even more critical In fact, under the premise of violating the law of unfair competition, there is no necessity for the purpose of rejecting the United States.
Liu Buchen: The cooperation between Gree and Haier is basic and possible. However, we cannot look at this from the perspective of “cooperation is to stop the United Statesâ€. The perspective is too narrow. Or even if they cooperate, the two parties can only cooperate on a point-by-point basis. You can try to co-operate from the point of view first. If it is successful, then seek cooperation on the surface. Step by step, do not rush. As for the argument against the United States, it is estimated that the media intended to write, but it is also the industry can understand the thing, after all, the rapid expansion of the United States has been alert to competitors.
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