From the perspective of the industrial system, the large-screen video industry has the following characteristics: strong customer relationships and strong channel relationships. These two determine the natural "industrial stability" of the large-screen video industry. However, this also determines that the industry is too "reliant on tradition".
"Tradition", of course, is a "thing" that has contributed to the development of the industry and enterprises. However, more often, the brilliance of "tradition" always belongs to history, and relatively speaking, the future must come from the "betrayal" of tradition. Especially in today's era where the "new" is particularly emphasized, clinging to tradition may mean "self-destructing the future". Dare to subvert is the key to solving the development problems of large-screen video companies today.
Every variable means the big screen video industry needs to make adjustments
Every variable means the big screen video industry needs to make adjustments
Now, in 2015 and 2016, what is the biggest change in the big-screen video industry? Undoubtedly, it is the current situation of the domestic economy: the L-shaped bottom of a medium-sized economic crisis, the new normal of China's economy, the drastic industrial upgrading and structural adjustment, the still unstable external environment, and the importation represented by bulk materials. Deflation and four years of negative PPI growth.
In this regard, the author often hears the words: boil for two years, wait two years to see. The advice I can give here is that if your strategy is to just wait in place, then don’t wait. There is no point in waiting. Because it is impossible for the connotation, extension and model of the Chinese economy to return to the past, especially the ultra-high-speed growth of the past ten years. During that time, the growth rate of the Chinese economy was almost three times that of Japan's GDP, while Japan's It was once the country with the second largest GDP in the world.
"The previous good things were built on the extraordinary growth of China's economy." Although this kind of growth has great rationality under the "China-specific social governance model", it cannot be sustained for a long time. Extraordinary growth is often the only stage in an economy's journey toward prosperity. It is unrealistic to expect that after two years, the domestic economic environment will return to its previous growth state.
From another point of view, China's economy has achieved "the world's first" in many aspects. It is also because of this "first" that now I have to "cut production capacity" in pain. That is, in many traditional fields, a better expectation of the Chinese economy is "quality growth and quantitative decline". The areas where China's economy can achieve "simultaneous growth in quantity and quality" are almost concentrated in areas that require "historic innovation" and "have no precedent in the world". Such growth fundamentals determine that China's economic growth in the future can only be more "stable", and it is impossible to continue the previous high-speed growth centered on the dramatic increase in "quantity".
From the third perspective, from the final determination of production and consumption, that is, population, China's economy has passed the peak period of labor. For example, the labor force decreased by 4.78 million in 2015. Even if we look at the total population indicator, some experts predict that the fastest domestic population will enter negative growth in 2023, and the slower expectation is that this population peak will not be in the middle of the world, but probably before 2030— - Population This is the fundamental factor of all domestic demand. Changes in population structure and quantity determine changes in the structure and quantity of domestic demand. This factor is enough to make people realize that in the medium and long-term planning of more than 10 years, it is impossible for the Chinese economy to maintain double-digit ultra-high growth.
An economic long-term range of GDP growth of between 5-7% per year would be in stark contrast to the previous 30 years of more than 7%, or even double-digit annual growth. This is the biggest "external" environment faced by large-screen video companies. That is, the current economic state has long-term intrinsic kinetic energy. The strategic planning of any enterprise must consider this issue deeply.
However, it is not only the macroeconomic situation that determines the "variable" that large-screen video companies must re-determine their pace of progress. Some forces of change within the industry are more immediate.
For example, the entire large-screen industry is facing this industry expectation of "low product cost". From the perspective of the display side, under the same technical indicators, the price of DLP splicing products has dropped by more than half from 2005 to 2015; while the prices of LCD products have dropped by 80 to 90% under the same technical indicators. From the perspective of signal processing equipment, high bandwidth, low energy consumption, low relay technology, and IT-based switching control technology have greatly reduced the system cost. Such as high-definition security monitoring, video conferencing products, the current price is less than one-tenth of ten years ago, and product performance has improved significantly.
The large-screen video industry is an application category based on upstream industries such as IT, display, electronics, and communications. And these so-called upstream industries, the core law of the past and the future is nothing more than "Semiconductor Moore's Law". That is, cost reduction and performance improvement are synchronized. This variable is not a "new problem" in the large-screen video industry, but "quantitative accumulation leads to qualitative changes" is a new problem now. For the industry, this change is much like the difference in market laws between "luxury goods" and "ordinary consumer goods".
Another industrial change that needs to be paid attention to in the large-screen video industry is the "low threshold of the industry". If you go back 10 years, almost all companies in the large-screen video industry dare to call themselves high-tech, and today many companies are directly considered to have the attribute of "leather bag". Even some companies with strong product R&D and innovation capabilities before are also "skin bagging". why?
First of all, there is a saturation problem with existing demand and existing technology. No matter how strong an enterprise or team is, it is impossible to continuously propose new and more competitive solutions under fixed market demands or technical indicators. This is the problem of industrial innovation saturation. The second problem is that the "support" that the upstream industry chain of the large-screen video industry can provide is getting stronger and stronger. This affects the threshold for industry innovation, and also changes the value of industry innovation itself. For example, high-brightness liquid crystal displays first rely on high-brightness LED light sources. The energy efficiency level and cost of LED light sources today are almost worlds apart from five years ago.
In addition, the application environment faced by the large-screen video industry is also undergoing earth-shaking changes. This change can be specifically summarized as the establishment of a digital, intelligent and Internet of Things society. Traditional large-screen video products have isolation in system functions and clear boundaries between industries and industries. However, with the deepening of informatization, more and more complex customer needs make the large-screen video system must be able to be "infinitely networked", and the independence of products, industries and industries has suffered a great impact and challenge. This can be understood as the change of large-screen video from an independent "industry" to a "sub-application category under a larger industry".
"Change leads to life, change leads to death": Even if waiting for macroeconomic warming is an optional strategy, under the background that some companies in the industry have already taken the lead in making changes, those companies that are waiting will no longer have any chance of winning. .
The first half of this article mentioned too many things that can be described as "difficult", but this is not the "all" of the large-screen video industry. Because, since 2015, we can also observe many "new growth drivers".
For example, Sony's laser engineering projector almost performed a "havoc in heaven" in the engineering market. The Sony engineering machine, which is already relatively powerful, has won 80% of the laser engineering category market. Moreover, this category is almost the "most profitable" market segment in the entire projection circle. For another example, the growth rate of the video wall market has been declining in the past two years, but some companies almost doubled their sales in the third quarter of 2015. Especially for LCD splicing products, the decline in the energy industry is in stark contrast to the rise in government and manufacturing.
These examples illustrate a truth: the "difficulty" of the large-screen video industry is not systematic, but "structural". The so-called structural difficulties mainly mean that some products and enterprises will be more difficult, while other enterprises will be better off, while the entire industry will maintain a relatively stable growth. A simpler way of saying is that "eliminating the backward and highlighting the advanced" coexist.
In this regard, large-screen video companies should realize that "seizing incremental points" is the key to their survival. What is grabbing incremental points? That is, what is the market demand, what is developed and what is developed. Rather than waiting for the so-called "existing advantages". Practice has proved that in the large-screen video industry from 2012 to 2015, companies that rely on products of a single technology type and companies that rely on a single industry market are often more difficult companies; while those that can break through the limitations of the traditional value system and show sufficient competition Flexible businesses have even grown well.
Now, what are the main incremental points of the large-screen video market? For example, new technologies such as laser display and flat panel display, such as the application of IT and information technology in the large-screen video industry; such as the transformation and upgrading of the manufacturing industry, the development of modern agriculture, etc.; and the development of culture and education... These incremental A common feature of points is that they are "structured". That is, large-screen video companies must be able to select segments with short-term business realization capabilities from traditional markets, emerging markets, etc., while for industries that are more saturated such as energy, minerals, and bulk materials, they must be differentiated and subdivided into companies. One-to-one classified business processing solutions, while attaching great importance to the introduction of new technologies.
However, finding and grasping the "incremental point" is only the starting point of the strategic transformation of the large-screen video company. How to achieve incremental "into the bag" for new increments is more critical. The key core of this is not whether new products can be developed, but whether a "new model" can be built.
For example, new technology products such as laser projectors, indoor small-pitch LED screens, ultra-narrow LCD splicing, and network-powered security switches have not shown a situation of "first blooming on traditional brands that dominate the market". On the contrary, new technologies have changed the power balance of the existing market, and a new group of industry forces have been born, thus creating a new industrial pattern. At the same time, these products and technologies have not substantially brought new functions to the industry. The core of these so-called changes in new technologies is "providing competitors with good medicine to subvert the existing traditional pattern".
For existing companies with strong market power, they should think this way: innovation in their own hands may only be the icing on the cake, but if they do not make this icing on the cake, once innovation is in the hands of others and competitors, it will be a "killer" sharp sword". ——This is a way of thinking about the problem from the perspective of "business model", which is different from the conclusion brought by the simple endogenous cost-benefit model.
"Products without essential differences", "Business models with essential differences": laser projectors, indoor small-pitch LED screens, ultra-narrow LCD splicing, network-powered security switches, these product technology advancements; as well as O2O models, cloud services This is the biggest challenge brought to the entire large-screen video industry by more peripheral industry innovations such as models, rental application models, and the needs of digital society construction.
What is business model innovation? Simply put, say something different, practice a different value structure, adjust the existing customer relationship, introduce some original peripheral services and partners, strengthen some new customer value discovery... Then, let you of audiences have a better "sense of experience" and feel that you are right and advanced.
Today's large-screen video industry does not lack new technologies, nor does it lack integration with the IT and information industries, and it does not lack enterprises and teams full of fighting spirit. These high-quality industry elements, combined with the difficult macro environment and the accelerated process of social informatization and digitalization, especially with the structural adjustment and industrial upgrading of China's economy, will inevitably form countless new industry living spaces - the current problem There is only one, which company is the first to enter these new "spaces".
The third part of the article is based on the analysis of such a question: What are the most significant elements in the traditional characteristics of the large-screen video industry? What should be the most significant elements in the future development of the large-screen video industry? The author believes that the answer to the former question is "technology"; the answer to the latter question is "service".
The traditional large-screen video industry is always doing some projects that are very customized, not commonly used, and need to integrate and develop many new ideas. This makes this industry have a "sense of technology" and a very "tall" whether it is seen by outsiders or by large-screen video companies themselves. However, this situation has become a little different since 5 years ago: with the increasing top-level development of basic technology, with the lowering of the entry threshold of the industry, with the diffusion of professional technology, with the social demand for large-screen video products. With the increase in the volume, as the mystery of the industry decreases, the large-screen video industry begins to find its own "technology halo" fading.
Any industry, from initial to mature to large-scale application, will fade its own "technology" halo. This is the essential law of technological civilization and an unavoidable result of knowledge diffusion. However, this does not mean that the "meaning of existence" of this industry will decrease and disappear. On the contrary, the scale of application will inevitably increase the social wealth created by "unit knowledge". The main responsibility of practitioners in this industry has changed from "innovating new knowledge" to "maintaining a benign application system of existing knowledge". The essence of the latter is "service".
Especially for the large-screen video industry, such an industry that does not focus on native technology innovation, but focuses on application technology integration, mainly for networked and systematic applications, such an industry requires close cooperation between software and hardware, and the combination of networking and The industry where functional modules are iteratively upgraded and integrated will inevitably enter a new "service-oriented" value system.
In terms of the industry development cycle, the large-screen video industry has entered a "highly mature period" characterized by the popularization of applications. Such an industry cycle also determines that the first implementation of the "service-oriented" value model is to seize the most critical "advanced business model commanding heights". So, what is the connotation of the "service"-oriented development of the large-screen video industry?
First of all, "service" is a value model centered on "people". It is different from "technology" which focuses more on the connotation of natural laws. Service emphasizes that people's feelings must be the starting point. An enterprise has many business links involving people's feelings, such as public communication, customer communication, product design, post-maintenance, system upgrades, iterative system development, application follow-up visits and suggestions, etc.
Second, "service" is not a closed value structure, but an open "space". This openness includes vertical functions, application upgrades and mining; it also includes two paths of horizontal ecological value. This actually proposes two innovative models for enterprises: 1. By going deep into customer business and digging for more needs; 2. By integrating more peripheral products and systems, expanding the existence of customer value.
Third, "service" is a reconstruction of the internal structure of an enterprise. Enterprises with scientific and technological development as the core require more resources to be deposited at the bottom, and the layout and scheduling are based on the laws of technological innovation. In a sense, new products dominate all the resources of the enterprise. A service-oriented enterprise, on the other hand, means that all resources are "forward-leaning" to project needs, and it is the customer who mobilizes and controls the internal resources of the enterprise. This is an organizational structure that fully mobilizes and participates in the "project". The service-oriented enterprise structure is to be able to call all the rear support on the front line and customer needs.
To sum up, the key to how the large-screen video industry changes, how to seize the industry's incremental points, and how to occupy new space for industrial development lies in the new model of "service". The cloudification, visualization, leasing, iterative upgrade, ecological value and Internet thinking that are hotly discussed in the industry are all based on "manufacturing, innovation and project service" as the core foothold. In other words, under the overall upgrading trend of China's economy, the way to upgrade the large-screen video industry lies in the transformation of "service value".
Of course, emphasizing the significance of service is not to ignore the fundamental role of technological innovation, nor to deny the value of manufacturing: without the latter two, the former is just a flower in the mirror. Even, from an ecological point of view, a pure manufacturing enterprise, such as a foundry, is also a key link in the entire industrial service chain. That is, only manufacturing companies are left, or service companies. Because service is not a product, but a consciousness.
Therefore, the transformation of service awareness and service value as the center is the common subject of all enterprises and practitioners in the large-screen video industry, without exception. Based on this, vigorously developing a new model of enterprise development that represents high competitiveness is the key for enterprises in the large-screen video industry to achieve greater development and stronger enterprises, especially those that are currently facing difficulties.
