Among the local companies in the lighting industry, Opt and NVC are two companies that can only compete with foreign brands, but their development direction and growth path show a completely different personality. In the new round of competition against domestic and international enterprises, can the two males continue to grow?
In the lighting industry, Guangdong Op Lighting Co., Ltd. (hereinafter referred to as: Op) and Huizhou NVC Optoelectronics Technology Co., Ltd. (hereinafter referred to as NVC) are two well-deserved local giants.
In 2006, both companies passed the threshold of 1 billion yuan (sales).
Interestingly, Opp was involved in this industry in 1996, and NVC was only registered in 1999. From the perspective of development speed, NVC is obviously better. And at the beginning of the year, the sales forecast for 2007, NVC ranked top in the list of 3 billion yuan, almost double the 1.7 billion yuan of Opt, why is the difference between the two competitive brands so huge?
Figure 1: Comparison of sales performance of Opp and NVC (2007 is forecasted performance)
Not only that, in early September 2006, the first project that Aiduo Hu Zhibiao re-emerged from Jianghu was lighting products, and the investment conference of its Caiyan Energy Saving Technology Co., Ltd. was based on Feng Xiaogang’s “Night Banquetâ€, which was used in high-profile landing in Guangzhou. The speech is "challenging and surpassing Op and NVC, becoming China's lighting brand that can compete with giants such as Philips."
In addition to facing the challenges and competitions of many brands such as the banquet, how will the future development of the two companies be interpreted?
Nowadays, it is a strategy for some enterprises to open their mouths. It seems that strategy is the key method for enterprise development. In fact, this is a kind of prejudice. The strategy always has to be implemented after years of practice. We recognize the promotion of a good strategy to the enterprise, but we also have to admit the reality that many Chinese companies have no strategy at the beginning of their growth, in other words, the success of a natural strategy of “crossing the riverâ€.
Opus has no way to rule, with the boss's adventure and focus on the market to kill a bloody road; NVC is prepared, through the accurate grasp of the industry's pulse and become famous. The success path of the two companies is precisely the classic description of the natural strategy and design strategy.
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