Non-brand strategy Eight strategies for.docVIP

 PAGE \* MERGEFORMAT 11 ‘Non-brand strategy’ Eight strategies for Prior to 1992, Glanz is only the one to produce down products mainly township enterprises. Galanz started in 1993 to enter the small household electrical appliances will be chosen as the main direction of microwave ovens, microwave ovens 10000 trial production units. By 2001, Galanz microwave oven domestic market share over 70%, much higher than the international industry, academia to determine the monopoly line (30%). Not only that, by virtue of ‘scale advantages - cost advantage - price advantage - a market advantage - Sales Advantage - scale advantages’ of Galanz, microwave oven will be covered in Europe, America, Asia, Africa, ocean, etc. more than 100 countries on five continents and regions, and now accounts for 40% of the European market, 60% of the South American market, African market, 70% to 60% of the Southeast Asian market, the global market share has exceeded 35 percent, becoming the world’s largest microwave oven manufacturer. Glanz scale of production have made it as a microwave oven built up an insurmountable market, the price barrier. Chinese enterprises in China and more surprising is that Glanz position, not only to create an ‘international brand’, but ‘do the world’s household electrical appliance production workshop’. Therefore, in the international market, more Galanz manufactured microwave ovens are not marked with ‘Glanz’ brand. In other words, Glanz went only one ‘a factory’ has ‘to do the brand’ the road: in the domestic market, in order to ‘cost’ and ‘technology’ as a weapon, efforts to build Glanz ‘low-cost high-grade’ image has won the domestic market monopoly status; in the international market, beyond a simple OEM production for multinational corporations in advance the practice of these multinational corporations to move production lines come to realize the global integration of home appliances manufacturing productivity, so that integration into the global Glan