Also belonging to the "step by step high", OPPO and vivo mobile phones grew rapidly in 2016, surpassing Xiaomi and Lenovo, becoming the top four and top five in the global market. In China, they competed with the "Huawei Department" and occupied the top three.
In November, Huoshan, senior vice president of vivo, said in an interview with the media that the internal statistical growth rate of vivo in 2016 was about 73%, which is different from the 100% growth of external third-party statistical agencies.
This increase helped vivo sales in 2016 reach around 75 million units. "We calculate the expected amount according to the proportion of the industry," Hu Baishan said. For example, China sells 400 million mobile phones a year, and vivo accounts for 15%, and there are 60 million. He believes that vivo has caught up with a big profit in 2016. Since October 2014, a large number of 4G mobile phones have been launched. After 12~18 months, the company entered the exchange tide, and vivo has caught up with the opportunity. Its own market performance is better than the expected 30 at the beginning of the year. %, reaching 15% of the 500 million units in the domestic market, which is calculated to be more than 75 million units.
In addition, there are many external advantages, such as Samsung note7 spontaneous combustion, Xiaomi's representative Internet mobile phone decline (some Internet niche brands are simply closed), Apple's mobile phone innovation is weak and other factors, making OPPO better performance, the industry generally expects its annual sales More than 90 million units.
In terms of the depth and capacity of the domestic smartphone market, the annual sales of around 70 million units is a sensitive figure. A mobile phone company grew from small to large. The first threshold is 500,000 units per year (hammer mobile phone, iuni mobile phone), the second threshold is 5 million (360 mobile phones), and the third threshold is 20 million units (Meizu, Nubian) Ya). From 20 million to more than 70 million units, at least 14% of the domestic sales of 500 million, it turned into a leading player.
According to the sales report of China's smartphone Top20 brand in the first half of 2016 released by market research company Sino, the sales volume in the first half of the year was 250 million. Among them, vivo and millet sales were 25.55 million and 23.65 million, respectively, ranking fourth and fifth. Huawei continued to maintain its strong momentum in 2015, with sales reaching 43.77 million, which is the top spot in the domestic market.
The situation changed suddenly in the second half of the year. On October 28th, IDC released data showing that in the third quarter, OPPO and vivo shipments in the Chinese market reached 2010 million and 19.2 million respectively, making it the first and second runner-up in the Chinese market. Huawei, Xiaomi and Apple are ranked three to five, of which OPPO is twice as small as Xiaomi. In the quarter, OPPO and vivo grew at an alarming rate of 106% and 101%.
In 2016, OPPO and vivo domestic sales may surpass Huawei, but for the OPPO and vivo, what are the challenges and challenges waiting for them in the future? How to avoid the fate of Xiaomi and Samsung before they turn into the trough?
Mode follower splits users
"Every year, everyone is learning Xiaomi. In the past few years, everyone thinks that OPPO is good and they start to learn from it. There is always a rule in enterprise competition. Without innovation and breakthrough, followers can never catch up." After the release of OPPO new products in October, vice president Wu Qiang said to the media including Tencent Technology (micro signal: qqtech).
On September 1st, Huawei launched the Nova series of mobile phones, from star artists' endorsements and offline channels, to products that focus on "trend fashion" and targeting young consumers. The pixel-level model of OPPO and vivo is successful. The response is, "Let's practice basic skills and do what you need to do."
OPPO was imitated, and Xiaomi was “enjoyed†two or three years ago. In 2013 and 2014, Xiaomi's connected mobile phone brand model swept the industry, and a large number of followers came into being. One plus mobile phone with the same origin as OPPO was launched at that time and was used as an important means to test Internet games. Huawei also launched the glory Internet brand, which is the benchmark for Xiaomi.
Soon, the millet model reached its peak in 2015 and turned down. Stereotypes are hard to transcend learning objects, but they involve intercepting the leader and diluting the lucrative profits that should be enjoyed by the leader. And profit is the necessary ammunition for the next high technology threshold and product innovation.
OPPO and vivo have always adhered to their own development model. Create brands and attract buyers through celebrity endorsements and advertising. This is the gradual improvement of OV from the era of feature phones. In September of this year, the signature star Zhang Zhen, pulled up the brand tonality; signed TFboys and other small meat, for product promotion, seeking real sales. In the early days of this type of gameplay, most mobile phone manufacturers did not realize its importance.
However, competitors Huawei, Glory, Xiaomi, Jinli and even Nubia, after realizing the role of the spokesperson in the sticky and emotional communication of mobile phone brands, have followed suit. The “star pool†that was originally carefully selected by OV has quickly become Turbid. In March, OPPO signed Li Yifeng, Yang Mi and TFboys, etc., and vivo signed Song Zhongji to influence fans aged 15 to 22; Xiaomi quickly signed Wu Xiubo, Liu Shishi and Liu Yuran, endorsing the red rice, and later oversizing Liang Chaowei. Glory was replaced by Wu Yifan's endorsement; Huawei found Zhang Yixing and Guan Xiaotong for Nova; Nubian did sports marketing and signed the star C Ronaldo.
There are fan bases, whether it is uncle or small meat, whether it is entertainment stars or sports stars, celebrity endorsements are exclusive.
One person signing one more, leaving one less for OV. Therefore, OPPO grabbed Zhang Zhen in September, and vivo signed Peng Yuxi. It was affirmation that the spokespersons competed and the cost climbed.
In addition, since November, the change in policy direction has made OV feel awkward. An employee in Vivo complained privately to Tencent Technology. "It is too difficult to find a suitable celebrity endorsement now." The Korean celebrity endorsements and policy crashes signed by the two were quite affected.
"When the same type of methods are added, we have put forward higher requirements and challenges for our future marketing promotion. We are also exploring, exploring and trying other methods internally," Wu Qiang admitted. "But now I have not found a very clear direction. â€
With the simple slogan of "5 minutes of charging, 2 hours of conversation", coupled with Li Yifeng's handsome appearance, coupled with the TV series and patch advertisement starring Li Yifeng on the TV and video websites, the features of the OPPO mobile phone arrive accurately. Potential buyer awareness. Its discernibility and awkwardness can even be recognized and remembered by a six-year-old.
Advertising "bombing" in the air, the ground store counters are dotted with the promoters' exquisite mobile phone operation demonstrations, like throwing out darts, OPPO advertising spent money, eventually landed, turned into sales, and flew back to their hands.
This kind of efficient marketing will be implemented in the future in a similar model of the Red Sea competition.
Of course, when the live broadcast and short video are popular, when OV is rising, OV is also exploring and experimenting with new marketing techniques. However, what they are asking for is not a one-and-a-half way to drive sales, but a complete system. To lay a solid foundation for a stable marketing-realization, for the OV familiar with the traditional marketing model, it will be difficult to make a full effect in the short term.
Wu Qiang said in an interview that “the sales ratio of the entire OPPO brand series e-commerce channel does not exceed 10%. Our more positioning of e-commerce is the product promotion platform, not as a sales channel.â€
Offline channels can not bear the weight
On the occasion of the 11th holiday this year, OV launched an offensive against the first-tier city market and offered a set of combination punches. OPPO launched the exterior wall lighting advertisement on the Huangpu River, Guangzhou TV Tower and Wangfujing in Beijing; the media advertisement launched the spokesperson Zhang Zhen, and the offline channel entered the operator cooperation business hall. Soon after, OPPO launched the latest R9s series, and vivo released X9 series phones and Xplay6 follow-up.
"Whether it is the first line, the second line, the third line and the fourth line, we entered at the beginning. There is no such thing as the third line and the fourth line. Now it is in the first line." Wu Qiang said that the cause of the illusion is that the sales of first-tier cities are not as good as those of the third- and fourth-tier cities. This means that OV does not have to follow the rural encirclement of the city route and launch the so-called "people's war."
In fact, OPPO's market share in first-tier cities in August exceeded 13.97%, ranking the first two or three. Ni Xudong, vice president of vivo, said that the growth rate of first-tier cities in the past year or two is faster than the average growth rate. "Vivo's market share growth rate in Beijing should exceed 10%." OV is not famous in the first-tier cities. The main reason is that the appearance is too much like Apple. Under the permission of the buyers of first-tier cities, Apple phones are more recognized.
The mobile phone China Alliance veteran told Tencent Technology that in recent months, OV has increased the promotion of the first-tier cities. Take Beijing Unicom's cooperative business hall as an example. For every OV mobile phone sold, the store can have a income of 150 yuan to 200 yuan. The glory employee Ma Dong (a pseudonym) is quite helpless. "Glory 8 sells one, the store can only get 70 yuan." The huge channel spread has become an important driving force for OV store growth.
OPPO has a set of offline channel construction methods. As early as 2001, after the launch of the OPPO brand, in the small fighter learning machine, DVD, MP3 and the last two years of small genius children's watches, the market that has been passed down by step by step has achieved great performance. The mobile phone is just the latest success story.
OPPO's first-level agents have been divided into 36, and the following control 200,000 sales outlets, 5,300 stores. The first-level agents and factories share each other's shares, share risks and share profits, and are internally referred to as “vendor integrationâ€. As for the vivo, like McDonald's against KFC, open a shop next to the OPPO store.
This system of OV is not a day's work. When the market is good, it will expand rapidly. When the market is not good, it will shrink rapidly. A large number of tiered and offline channels must be supported by new and excellent products and high channel costs.
It is often criticized by industry insiders that OV uses cheap devices in places that are invisible to mobile phones. OV mobile phone's outstanding camera function, audio, fast charging technology, core accessories, OV shots, including cooperation with Sony; but the internal chip function, frequency band and positioning accuracy related components, OV consistently selected Cheap goods. A new master chip may cost $40 or $50 more than the previous generation of the main chip. Too high channel costs will inevitably reduce hardware costs.
In fact, the lessons of other industries are not optimistic. OV's offline channels are born out of the fast-moving industry. Vivian Ni Xudong believes that "the mobile phone industry is indeed a complex, with IT attributes, fashion attributes, and fast-moving items." Store coverage depends on whether consumers can easily purchase, consult, experience and service. .
Fast-moving industry representative company Wahaha, the most prosperous period is similar to OV's channel policy, mutual shareholding, called "communication body", the two have small differences, the essence is the same. In the most difficult period for Wahaha and France's Danone to compete for control, the channel business force was very good, and the founder of Wahaha, Zong Qinghou, had sufficient funds to help Zong Qing to pass the customs. However, the Wahaha product innovation that has left Danone is seriously inadequate, and there is no explosion after the Nutrition Express. Like a riverbed without running water, the joint sales body gradually withered. Wahaha finally went to the predicament.
The most suitable rhythm of the sales department is to push a new product or an upgraded version every six months. On the one hand, it is beneficial to channel distribution and promotion personnel to familiarize themselves with the products, on the other hand, it continues to be hungry for consumers. Now OV releases the rhythm of the new machine, which basically fits this.
Wahaha was originally hired in the vast rural market, the third- and fourth-five-line market, and the first-to-first-tier cities were not enough. Is it very much like today's OV? From this perspective, OV has won the Beishang-Guangzhou-Shenzhen-Hangzhou market, which is the inevitable result of its own evolution and vitality. Otherwise, you can only go far and go overseas.
Right now, OV and Huawei are both choosing to pull up the brand and increase the price. OV product strategy is quite particular, pricing has a rough proportion, mainstream models are priced at around 1/2 of Apple's mobile phone price, accompanied by Apple's fast-charge technology, music features and details, and star emotions. Projecting, easy to form an impression of good quality and cheap.
With the task of attacking first-tier cities in front of it, vivo's latest flagship Xplay6 price rushed to 4,498 yuan, the price is close to the golden point of Apple's most popular best-selling model 7288 yuan pricing. Will those buyers who are price sensitive buy it?
Brand loyalty is not enough, and higher and higher prices will trigger counterattacks from competitors dominated by e-commerce channels. The reason why the Xiaomi Internet model in 2012 was strong was that consumers were dissatisfied with the high channel prices, so the e-commerce model that removed the intermediate link costs rose.
Wang Xiaosong, the former head of Jingdong 3C, once said to Tencent Technology, does not rule out the possibility that online channels will revolutionize offline channels. Zhao Ming, president of glory, said that factors such as broadband going to the countryside and e-commerce to the countryside will more or less expand the opportunities for e-commerce purchases in the 4th, 5th and 6th line markets. It is too early to say that the Internet brand is down.
It is also worth noting that in 2017, the three major operators have plans to increase terminal subsidies.
At the China Mobile Global Partner Conference held on December 20, China Mobile said it would increase subsidies. OV has always been the channel for establishing the open market, and it has been difficult to enjoy this advantage with the operators.
In this way, the counter-attack of the operator channel and the e-commerce channel, the competition of the offline channel and the high cost will be the huge challenges that OV will face next.
Technological innovation challenge
In the past two years, the rise of OV seems to be the victory of offline channels. However, OV executives unanimously believe that mobile phone sales are the product of the product, and the channels can only be icing on the cake. "Wars and battles, such as thin ice" are words that OV executives often use to describe their mood.
For the borderless mobile phone launched by Xiaomi, Huawei's more advanced fast charging technology, and collapsible mobile phone, OPPO Wu Qiang said that similar products or technical reserves are available, but it is not yet suitable. It is necessary to take into account factors such as demand, mass production, and cost.
Every time the big fluctuations in the iteration of the product are challenges, OV is always vigilant. From feature phones to smartphones, when 3G turns 4G, OV has experienced sorrow and loss, and even painstakingly.
Backgammon's early famous bully learning machine, DVD, etc., the former is to catch the PC computer is not popular, mixed with TV and game consoles, quickly form domestic easy-to-use products, the latter patent technology is insufficient to eat big losses. In the tide of consumer electronics, the advantage of step by step is that it can always find a productization method to make money. The weak is that there is never a plan that lasts for more than 10 years.
In southern China, this kind of play is not a bad idea. However, compared with the top five smartphone rivals in the world, OV product innovation is destructive and there is a huge gap in the control of the industry chain. Perhaps this requires OV to be too demanding, but like Apple, Samsung, and even Huawei, they are all arranging the future and deducing various possible crises.
Regardless of Apple, Samsung has a large number of patents and technologies on the screen, memory and chips. The vertical integration strategy makes it possible to share the risk of selling a screen, chip and memory by encountering a huge failure like note7. Behind this is Samsung's ongoing investment in some basic technologies. In the US IT industry, the same is true. It is often seen in the 20th and 30th years.
When Huawei's main carrier business is about to suffer from the digital "cloud transformation" pain, it will be included in the main channel business, and the mobile phone will be used to extend and stretch the main channel business, so that data flows in its own management and terminals, and some long-term layouts have already been concentrated. Bet, such as graphene-related new material technology, for the battery business. In mid-December, the glory Magic mobile phone, which was mainly researched by Huawei 2012 Lab, used wisdom as a selling point, and the fast charging technology has made a substantial breakthrough.
However, whether it is the positive and negative user demand insights mentioned by vivo, or the OPPO advocates close to the consumer's hard demand and innovation, they are all carefully crafted on the established road of others. Similar play, you can achieve a staged lead, but there is no possibility of a breakthrough subversion. The continually changing the track in the BBK system for two or three decades can only be regarded as "the diligence of physical strength and the innovation of intelligence", which lacks control and guidance for the industry.
OPPOR9 mobile phone sales were better than expected, but due to the lack of Samsung screen supply, it affected sales by 20%. In exchange for Samsung, this situation is impossible. In terms of camera photography, OV cooperates with Sony, and competitors can also look for Sony cooperation, lacking a core competitive advantage.
Obviously, OV needs to make some long-term layouts with current favorable conditions. On the other hand, the foundation of the domestic overall scientific research system is weak, and basic innovation is also the burden that most enterprises cannot afford. Hu Baishan said, "Doing a business like climbing a mountain, without experiencing 5 kilometers, climbing 8 kilometers at a time, will kill the enterprise." OV's long-term crisis may enrich the common dilemma of domestic high-tech manufacturing.
Editor in charge: Li Dizhen
Single Tread Slipper Socks,Hospital Non Slip Slipper Socks,Hospital Slipper Socks Non Slip,Non Skid Hospital Socks
Hengshui Yiqingshu Hosiery Co., LTD. , https://www.yiqingshusocks.com