Semiconductor channel business management changes and value enhancement
The positioning of semiconductor channel vendors in the IT industry has always been a topic. How to help the original factory to promote a large product line, open up new markets, serve downstream customers, let them not be replaced in the supply chain, and even create new self-worth. Aspects can be combined into two points. The first is to find the most suitable role play between the semiconductor channel and the original manufacturer, and the second is to establish the core value of the semiconductor channel provider itself.
In terms of role-playing, the positioning of the original factory, in terms of product development and strategic management, focuses on the market structure and economic scale, that is, to make a big profit. In other words, the original factory does not look at the profits that a single business enters and exits, but rather how to develop a market share with a rapid rate of development.
Under this model, the original factory naturally does not regret the establishment of an interdependent cooperation model with semiconductor distributors, and even the two parties actively combine to become a complete combat team to share the profits they deserve. For example, I often use the football game as a metaphor for this kind of combat. The original factory is like a defender and a midfielder. It provides complete product line support. The semiconductor channel dealer plays the role of a shooting forward, responsible for program integration and sales. When the door is successfully acquired, both parties enjoy the fruits of victory.
In the early days, many original factories also started their own market development activities. However, the cost of deploying their own channels was very high. Second, after actual operations, they still had to overcome the cultural differences and management problems arising from different markets. Because of the obstacles in the operation of the original factory, the semiconductor channel business can use the existing channels and contacts to carry out the first-line market combat tasks with its own flexible characteristics, and make up for the original market development with speed and flexibility. The shortcomings.
For example, in the early years, Philips gave the product line to Pinjia and the World Equal Agent, and achieved a win-win situation. This is an example. At present, our Supreme Electronics Group has supreme electronics in Taiwan, and has high-light international in the mainland. It mainly deals with products from global manufacturers such as Samsung Electronics and Fast Semiconductor, and integrates a single product line such as memory, panel and power supply. Carrying out the two areas of peripheral and digital home audio and video, also achieved good results.
It is important to know that Samsung Electronics is almost a quarter of South Korea's national strength to fight the world, and it is to create a big pattern of profit, while the supreme group is playing its role as a consultant in the Greater China market, to be able to The business advantage of the company, quickly respond to market sentiment to Samsung, to help it quickly grasp the development context, and also integrate Samsung's new information and product line, transfer and promote to the emerging application market often under this complete system, regardless of Samsung Whether it has undergone personnel changes, as long as there are channels, the market naturally operates continuously, which is the most appropriate role-playing mode between the original factory and the channel.
The core value of semiconductor distributors, I emphasize that the focus should be on talents and platforms, because good talents can be played on a good platform, but this is not a single thing, such as whether the platform has established a complete ERP auxiliary system, and Whether the platform has a complete engineering team and laboratory to support various integration solutions is the key to the future development of semiconductor channel traders.
At present, Supreme Group is confident that it can provide a good stage and give full play to young talents. At the same time, I also believe that the company should not interfere too much in management, so that employees can show their vitality and creativity, and cultivate their strength. In the next five years, Supreme Group will recruit new blood vessels and set up a young and dynamic backbone marketing team to fight the world.
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In terms of role-playing, the positioning of the original factory, in terms of product development and strategic management, focuses on the market structure and economic scale, that is, to make a big profit. In other words, the original factory does not look at the profits that a single business enters and exits, but rather how to develop a market share with a rapid rate of development.
Under this model, the original factory naturally does not regret the establishment of an interdependent cooperation model with semiconductor distributors, and even the two parties actively combine to become a complete combat team to share the profits they deserve. For example, I often use the football game as a metaphor for this kind of combat. The original factory is like a defender and a midfielder. It provides complete product line support. The semiconductor channel dealer plays the role of a shooting forward, responsible for program integration and sales. When the door is successfully acquired, both parties enjoy the fruits of victory.
In the early days, many original factories also started their own market development activities. However, the cost of deploying their own channels was very high. Second, after actual operations, they still had to overcome the cultural differences and management problems arising from different markets. Because of the obstacles in the operation of the original factory, the semiconductor channel business can use the existing channels and contacts to carry out the first-line market combat tasks with its own flexible characteristics, and make up for the original market development with speed and flexibility. The shortcomings.
For example, in the early years, Philips gave the product line to Pinjia and the World Equal Agent, and achieved a win-win situation. This is an example. At present, our Supreme Electronics Group has supreme electronics in Taiwan, and has high-light international in the mainland. It mainly deals with products from global manufacturers such as Samsung Electronics and Fast Semiconductor, and integrates a single product line such as memory, panel and power supply. Carrying out the two areas of peripheral and digital home audio and video, also achieved good results.
It is important to know that Samsung Electronics is almost a quarter of South Korea's national strength to fight the world, and it is to create a big pattern of profit, while the supreme group is playing its role as a consultant in the Greater China market, to be able to The business advantage of the company, quickly respond to market sentiment to Samsung, to help it quickly grasp the development context, and also integrate Samsung's new information and product line, transfer and promote to the emerging application market often under this complete system, regardless of Samsung Whether it has undergone personnel changes, as long as there are channels, the market naturally operates continuously, which is the most appropriate role-playing mode between the original factory and the channel.
The core value of semiconductor distributors, I emphasize that the focus should be on talents and platforms, because good talents can be played on a good platform, but this is not a single thing, such as whether the platform has established a complete ERP auxiliary system, and Whether the platform has a complete engineering team and laboratory to support various integration solutions is the key to the future development of semiconductor channel traders.
At present, Supreme Group is confident that it can provide a good stage and give full play to young talents. At the same time, I also believe that the company should not interfere too much in management, so that employees can show their vitality and creativity, and cultivate their strength. In the next five years, Supreme Group will recruit new blood vessels and set up a young and dynamic backbone marketing team to fight the world.
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APG Appliance (Machine) Co., Ltd. , http://www.nbcookingpot.com