NVC phenomenon.doc

 PAGE \* MERGEFORMAT 24 NVC phenomenon By the end of 2005, a time when ‘operations center mode’ in full swing when a sudden ‘equity crisis’ a test of the young NVC. Since then, in 2006, NVC selected the ‘silent’, almost with the media ‘cut off’. It seems that this storm makes equity funding chain of NVC into the plight of the former’s ‘NVC speed’ will be gone? However, with the capital to operate successfully in place (Softbank Venture Capital), the production base for a perfect layout (three bases), mergers and acquisitions entered a substantive stage, especially the successful completion of the 2006 NVC 15 billion in sales over 2005, an increase of 2 / 3, NVC surfaced again ... ... Innovative start-up enterprises arrogant person ‘It was pouring rain, when, took the water bucket, even if a barrel is also necessary to have a large gap, this time the water will then drain the water more than that. ‘According to Wu Yangtze River’ new wooden bucket theory ‘, in the early days, due to weaker external competition, higher margins, after the bigger the chance for more input. The end of 1998, when the 33-year-old Wu Yangtze River in Chongqing who decided in the lighting industry, the second start before the proposed ‘with 3 ~ 5 years to build the industry well-known brand’. Perhaps this could be China at the time a big joke in the lighting industry, and ultimately, people will laugh at NVC arrogant, childish behavior. Pre-determined objectives, to build factories ‘Pre-determined objectives, to build factories, marketing does not move, strategy first’ This is the NVC thinking. As a first step towards entrepreneurship, NVC is not busy building factories, producing products, but first determine the firm’s strategic objectives, of course, this is a good understanding of the industry, under the determined. In early 1999, lighting market in China was just emerging. Philips, Osram, Panasonic and other transnational giants have just entered the lighting industry in China