Toshiba integrated channels want to get rid of Digital China self-selling computers
Toshiba is breaking up with digital China
recently, from the press conference of Toshiba's latest two consumer notebooks, portege A100 and satellite M30, an executive of Toshiba computer (Shanghai) Co., Ltd. revealed to the media that Toshiba has begun to build a new market organization structure to move the aperture to the center of its vision). Among them, the main one is to establish a marketing department directly managed by yourself. At present, relevant departments have been established in Shanghai, Beijing and Shenzhen. Among them, Shanghai, as the headquarters in China, has the largest share, and more than 30 people have begun to engage in sales activities; There are 10 people in Beijing and 10 people in Shenzhen
Toshiba computer (Shanghai) Co., Ltd. explained that in the past, Toshiba was only responsible for production, and Shenma was responsible for product planning, marketing, sales and after-sales service. This model has played a great role in the past few years, but the disadvantage is that Toshiba cannot actively, directly and accurately control the market fluctuation, respond in time and come up with appropriate countermeasures. Especially in marketing intelligence, it is easy to be distorted
46# or 68# anti-wear hydraulic oil can undoubtedly cast a shadow on the 8-year relationship between Toshiba and digital China. Since June, 1995, digital China has been the sole agent of Toshiba notebook computer in the Chinese market. Thanks to the huge sales system of Digital China, Toshiba notebook has enjoyed great success in its early stage. In less than a year, its market share has increased from less than 1% to 8%, from No. 9 to No. 1 in China, and it has been sitting for four years
however, Toshiba notebook has been declining since 2000. In 2000, it was surpassed by Lenovo and IBM and fell to the third place in market share. This is definitely not what Toshiba would like to see, especially when Toshiba is generally losing money and eager to find new growth points
in 2002, the market share further withered and became the fourth. This year, Toshiba's goal is only to "keep up with the development of China's notebook market and maintain the same market share"
compared with Toshiba's decline, the market of other notebook giants is bullish. Take Dell, a competitor of Toshiba. Dell adopts the direct selling mode and has a direct selling team of more than 300 people in China. With the support of such a large professional sales channel, you can ask the technical staff to check again, and Dell begins to get powerful. In the second quarter of this year, Dell's market share rose to 7% from 5% last year, and year-on-year computer sales rose 71% year-on-year, compared with 67% in the first quarter Dell proudly said that as of 2004, Dell will expand at least three times the overall PC market in China for the second consecutive year
and its IBM and other competitors are also much better off than Toshiba
the competitive pressure within the company is another reason for Toshiba computer to make changes. Japan, North America, Europe and Asia (excluding Japan) are the four primary markets of Toshiba. However, Toshiba's sales volume in the Asian market is extremely disproportionate to the market capacity in Asia. In 2002, Toshiba sold a total of 4million notebooks worldwide, including 1.6 million in North America, 1.5 million in Europe, and less than 400000 in Asia, less than 10% Among them, the largest Chinese market is only 200000, which is far lower than the 350000 capacity of Shanghai Pudong Jinqiao factory built in 1999
follow the example of brother
Gu Zheng, head of East China Business Department of Toshiba computer (Shanghai) Co., Ltd., said that Toshiba's brother departments in North America and Europe are their first reference system. The reason is, of course, their impressive sales record
an effective way for Toshiba's sales departments in North America and Europe is to put products directly into comprehensive hypermarkets. At present, domestic notebook sales are generally sold in professional computer markets or specialty stores; North America and Europe mainly rely on Wal Mart, Carrefour, Auchan and other chain stores. Due to the huge flow of people and diverse customers in hypermarkets, this sales method is quite successful. One idea of Toshiba China is to clone Europe and the United States, and take the hypermarket as the main sales place for operators to operate their notebooks in strict accordance with the operating procedures
in the interview, Toshiba said that at present, there are only "Dell Mode" and "non Dell Mode" in notebook sales mode, and Toshiba will resolutely oppose Dell and take the "non Dell Mode"
at the same time, Toshiba's Gu Zheng said that Toshiba's biggest mistake in recent years is that it has not personally "pestered customers" and "become one with customers"
"on the contrary, Dell is very good at this. Their salesperson goes to the customer's office every day and goes to and from work with the customer. After a long time, it is easy to cultivate feelings. In fact, our Toshiba products are not inferior to Dell in quality. The difference is in marketing."
"Toshiba will pay special attention to this aspect in the next few years."
it seems that Toshiba is ready to "learn from foreigners to control foreigners" and steal Dell, its "sworn enemy"
however, insiders expressed doubts about Toshiba's action. The key to the doubt is that Toshiba notebook has no advantage in price. "The cost of Toshiba is too high. What attracts customers is low price rather than higher quality, and Toshiba's products are not competitive in price."
the cost cannot be controlled lower than that of competitors, so it has always been Dell, HP and IBM who provoked the price war, while Toshiba was forced to fight
but Toshiba seems to have retired. Mr. Gu of Toshiba computer told that next year, the sales team will further expand, "the expansion rate will keep up with the growth rate of China's notebook computer market, and it will definitely not be less than 25%
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