欧普照明:面对LED颠覆性变革,“左转”还是“右弯”?

Translated title of the contribution: Opple: Disruptive Change Facing LED, Turning Left or Right?

Liang Dong (First Author), Leiping Xu (Participant Author), Weiru Chen (Participant Author)

Research output: Other contributionCase Studies

Abstract

“Creating a global illumination enterprise and becoming China’s lighting leader brand” was the grand vision of Opple. By September 30, 2012, Opple had gained 3% to 5% of the Chinese lighting market. However, the rising popularity of LED technology was accompanied by great changes in the structure of the global lighting industry, bringing new challenges for Opple’s enterprise system and internal organization. Ms. Zhou, the president of Opple charged with steering the company’s future, faced a dilemma. Should Opple turn right (through personalized guidance of diverse products and design extension), seeking “to pay more attention to domestic users’ diverse needs and develop channels to guide consumption ability”? Or should it turn left (through standardization based on mass production), in order to “to use and continue to develop its owned existing large-scale manufacturing capacity and outdoor, industrial, commercial and other large users”. Oriented toward this choice, the case analyzes the lighting industry value chain and the market segmentation, and — on the basis of Opple’s advantages — considers the strategic implications for Opple’s future.
Translated title of the contributionOpple: Disruptive Change Facing LED, Turning Left or Right?
Original languageChinese (Simplified)
Number of pages12
Publication statusPublished - 1 Jan 2013

Case number

STR-14-156

Case normative number

STR-14-156-CC

Case type

现场案例

Update date

2016-06-18

Published by

中欧国际工商学院

Keywords

  • 价值链
  • 市场细分
  • 战略选择
  • 照明产业
  • 颠覆性变革

Case studies discipline

  • Marketing
  • Strategy

Case studies industry

  • Manufacturing

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