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在施耐德电气所处的中国市场,以工业自动化业务为例,2005年过后,行业态势已经非常明朗:施耐德电气与另外两家跨国公司,共同组成行业中的第一方阵,在细分市场上各有千秋;三四家有实力的本土品牌构成了第二方阵,在规模技术、产品、性能与口碑上紧紧追赶第一方阵;此外,就是由大批本土小企业共同组成的第三方阵,以价格优势来赢得市场生存空间。这样,在整体环境日趋成熟的情况下,市场争夺愈加激烈显而易见,如何保持甚至扩大其市场份额,几乎每个品牌都不敢忽视。大约是在2007年前后,施耐德电气的产品销售部门,在面对客户进行新品介绍或产品推荐时,切身感受到了来自市场的新挑战。
Schneider Electric in the Chinese market, the industrial automation business, for example, after 2005, the industry situation has been very clear: Schneider Electric and two other multinational companies, together constitute the industry’s first phalanx in the market segments Each have their advantages and disadvantages; three or four strong local brands constitute the second phalanx, in the scale of technology, product, performance and reputation closely catch up with the first phalanx; In addition, is formed by a large number of local small business third-party array , To the price advantage to win market living space. In this way, under the circumstance that the overall environment is becoming more and more mature, the market competition is getting fiercer and fiercer. Obviously, almost every brand can not ignore how to maintain or even expand its market share. Around 2007, Schneider Electric’s product sales department experienced new challenges coming from the market in the face of new product introduction or product recommendation from customers.