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To improve brand competitiveness, we must select four points of focus.
"Made in China is known for being affordable and widely available, but it also faces numerous challenges. For instance, some products lack high quality standards, and implementation is often weak. Additionally, there are issues such as poor after-sales service, chaotic market order, misleading advertising, price fraud, and even counterfeiting.
On January 19, at the Chinese Enterprise Five-Star Brand Forum, Li Yizhong, former Minister of the Ministry of Industry and Information Technology and president of the China Federation of Industrial Economics, emphasized that 'high-quality and well-known brands should become the symbol of Made in China.' To achieve this, Chinese manufacturing must develop a large number of excellent brand products and enterprises.
Excellent brands require at least four key conditions. First, they must offer superior quality, good value, and strong service reputation, with a favorable cost-performance ratio. Second, they should be environmentally friendly, not only in use but also in production. For example, solar panels are clean during operation, but their manufacturing process can be energy-intensive and polluting. Only by mastering core technologies and reducing energy consumption and pollution can these products remain competitive. Third, they need to provide comprehensive and thoughtful services to build long-term customer loyalty. The home appliance industry's life-cycle service and the automobile industry’s 4S shops are examples of how service enhances market competitiveness. Fourth, continuous innovation and improvement are essential to ensure the brand remains relevant over time.
Improving quality, expanding product variety, enhancing services, and innovating brands are central to China’s manufacturing strategy. The understanding of quality and branding has evolved over time. As Li Yizhong noted, the government once focused on strict quality control, later realizing that quality is produced, not just tested. This led to total quality management involving all staff, processes, and departments. Today, quality brand development emphasizes innovation, starting from design, creativity, and service, and exploring new network-based management models.
To evaluate a company’s quality and brand, market feedback and user experience are crucial. Evaluation should be scientific and comprehensive, covering three main areas: advanced quality indicators, including physical, performance, and service metrics; market performance indicators, such as cost-effectiveness, market share, and brand loyalty; and enterprise capability indicators, including asset status, technology level, and equipment quality.
To enhance brand competitiveness, enterprises must focus on four key areas. First, independent innovation is vital. Companies must move from imitation to originality, invest in R&D, and build internal technology centers. Shenyang Blower Group, for example, achieved breakthroughs in ethylene machinery through close collaboration with the petrochemical industry. Second, information technology should be used to upgrade manufacturing, improving precision, efficiency, and product value. Third, companies must strengthen quality management, ensuring transparency, accountability, and a reliable supply chain. Finally, promoting a manufacturing service model—such as extending after-sales support, offering lifecycle services, and developing value-added solutions like remote diagnostics—can drive growth.
Creating a strong product and service brand is essential for building a powerful corporate identity."