Brand building of led display

Abstract: 　　 In the past few years, my country’s led electronic display industry has experienced a golden period of development. The rapid increase in market demand has driven the massive adoption of led electronic displays in stage performance, stadiums, advertising and many other fields. The open market has brought more business opportunities, but at the same time, it also means that market competition will become more intense, leaving it to LED 　　 In the past few years, my country’s LED electronic display industry has experienced a period of golden development, and market demand has soared, which has driven This led to the extensive use of led electronic displays in stage performance, stadiums, advertising and many other fields. The open market brings more business opportunities, but it also means that market competition will become more intense, leaving LED screen companies with less and less profit margins. In fact, the cruel fact facing many companies is that the relatively low threshold, the mixed pattern of fish and dragons, and the severely homogenized products have made the most abhorrent but unavoidable price war in the LED electronic display market. Main melody.　　 Therefore, how to get out of the current predicament, achieve its own breakthrough, and survive the upcoming market reshuffle has become the most urgent problem for any touch display company. It is not difficult to make such a decision. There are commonalities in the development of any industry. It is not difficult to find a solution if you grasp these basic principles.　　 In economic theory, there is a famous barrel theory law. The simple interpretation is that how much water a wooden barrel can hold is not determined by the longest plank, but by the shortest plank. In management, it can be extended to understand that companies must make up for shortcomings in order to obtain good development momentum. Another extended interpretation believes that the development of an enterprise needs the advantages that can drive its own development. This is not a short board, but a long board.　　 These two interpretations seem to be a contradiction on the surface, but they are not. If it can be used flexibly, it will have the effect of 1+1>2. For example, for large and medium-sized enterprises with strong Ru0026D and financial strength, the overall strength is relatively strong. The company must eliminate shortcomings in many links such as products, talents, management, and channels, and open up all aspects of Ru0026D, production and sales. Let the buckets of enterprises contain more strength. But we must not just be satisfied with balanced development. For such a powerful enterprise, making up for shortcomings is the basis for survival, but a unique longboard is the biggest driving force for enterprise development. For example, companies with strong Ru0026D capabilities have begun to invest in the Ru0026D and production of small-pitch LED displays with extremely high technical content; companies with strong comprehensive supporting service capabilities are paying more attention to the building of service brands.
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