Chapter 14 Sony Ericsson "Fierce Gene"

Music storm!At the end of 2005, Sony Ericsson Walkman mobile phone W600 was selected as the best-selling technology product in Fortune magazine.In 2005, Sony Ericsson put its heavy firepower on music phones. "Since the company was founded, we have reflected our own differences by providing customers with different values, experiences, mobile phone designs, product functions, etc.." Steve, vice president and product marketing director of Sony Ericsson Mobile Communications Steve Walker (Steve Walker) said, "Differentiation is our long-term strategy." In the ultra-competitive market of mobile phones, Sony Ericsson, which has only been established for four years, has blazed a trail with its "different" strategy and has become a global leader in design and innovation. In the second quarter of 2005, Sony Ericsson's shipments reached 11.8 million units, an increase of 26% over the 9.4 million units in the first quarter; sales in the second quarter reached 1.614 billion euros, an increase of 7.31% over the same period last year.

Faced with more than 40 mobile phone manufacturers and more than 700 mobile phones in the market, how does Sony Ericsson, which has only been established for more than three years, be "different"? On February 16, 2005, at the 3GSM World Conference held in Cannes, France, Sony Ericsson officially announced its mobile music strategy in 2005 and will launch the Walkman brand music phone. Five months later, Sony Ericsson W800c, the world's first Walkman music mobile phone, was first launched in China.And Sony Ericsson's music strategy is gradually becoming clearer before people's eyes.According to reports, Sony Ericsson music phones will account for more than half of its mobile phones. There are about 15 or 16 models in the world, and about 10 models in the Chinese market. There are low-end phones, such as K300c and J300c, and high-end phones, such as K700c, K750c, S700c and W800c etc.

Music phones are becoming a battleground for military strategists.Samsung started to launch music mobile phones last summer, and now has launched more than 20 models; including the world's first 3GB hard disk mobile phone, SGH-i300, which was released at CeBIT on March 10 this year.Motorola is obviously also working hard on music phones. Following the shelving of its plan to cooperate with Apple in the production of music phones in March this year, Motorola launched its first stereo bluetooth headset HT820 in China at the same time as its music phone E680i was launched in June this year. And music download sites, providing a three-in-one solution for mobile music.

In terms of music strategy, Sony Ericsson has adhered to its consistent "different" strategy. Gunila, head of Sony Ericsson China, explained to "Global Business Classics": "When it comes to music, it is like the video mobile phones we made before. Not just Adding this function means that it is fully integrated into the mobile phone, emphasizing high quality. We researched what consumers need, and after studying all their needs, we found that, for example, in terms of battery capacity, we must achieve 30 hours of uninterrupted listening; in terms of storage, W800c has internal memory and a 500M memory stick; in the case of 2G, it can play more than 130 songs and put 12 discs in it. Not only reflects the needs of consumers, In terms of business integration with operators, we also try our best to promote these new services.”

In terms of marketing and promotion, Sony Ericsson still focuses on entertainment marketing. On July 30th, at the "2005 Wind Summer Music Season" hosted by Asia's No. 1 music channel Channel［V］, Sony Ericsson joined in and made full preparations for the launch of W800c, hoping to make W800c an epoch-making music cell phone. "Sony Ericsson DJ Party" is also an important unit. The famous DJ master Katakana from the UK played discs, allowing the audience to dance together in the fierce rhythm played by Sony Ericsson W800, the world's first music mobile phone. The "Sony Ericsson [V] Star Party" is located in a super beach tent on the side of the concert stage. Here, the lucky fans who have been invited have the honor to meet the singers who joined this year's music season and have a zero-distance interaction with them. close contact.

If "innovation is Sony's DNA" and "technology is Ericsson's DNA", then "differentiation is Sony Ericsson's DNA". Yang Huaibo, executive vice president of Sony Ericsson Mobile Communications Co., Ltd. and chairman of Sony Ericsson Mobile Communication Products (China) Co., Ltd., once attributed Sony Ericsson's success to the "different" strategy.Yang Huaibo’s explanation of this “different” strategy is, “Our brand has always emphasized being different and cool. In terms of promotion, we will develop in this direction. For example, music phones emphasize entertainment. .At the same time, we also put great emphasis on product design, product ease of use, and the combination of products and marketing themes.”

After an in-depth investigation within Sony Ericsson, it was found that Sony Ericsson's "distinctive" strategy was not achieved overnight, but the first cornerstone of this strategy should be Katsumi Ihara, the first president of Sony Ericsson. In the eyes of Sony Ericsson employees, Katsumi Ihara is a very intimidating, far-sighted, and determined person with very clear goals.Katsumi Ihara emphasizes the high-quality goods strategy, always hoping to come up with products that amaze the market. Ning Shuyong, Public Relations Director of Sony Ericsson China, once recalled that in April 2003, Ning Shuyong asked Katsumi Ihara a question.Ning Shuyong asked: "Our competitors have produced so many products, how come we have only a few products?" Katsumi Ihara said at the time, "In this market that is both high-tech products and consumer products , you do not rely on your quantity to win, but rely on the strategy of high-quality goods, rely on your quality."

In Ihara Katsumi's view, Sony Ericsson, which is at a critical moment of life and death, must produce a few high-quality products every year in order to survive and position itself.If Sony Ericsson wants to do everything and produce many models, it will bring many challenges: First, can your personnel and resources keep up?Second, if something is barely produced, with a lot of quality risks, it will also destroy the company.With such an attitude, Ihara Katsumi gave up many strategies, such as giving up some low-end mobile phones and focusing on high-quality products; abandoning CDMA mobile phones and focusing on GSM mobile phones.Katsumi Ihara has repeatedly emphasized, "Instead of letting imperfect products go on the market, it is better to focus on making products that I can do well now."

In fact, this "different" strategy has been written into relevant company documents of Sony Ericsson. Ning Shuyong said, "At the executive level, there are clear company documents. The overall direction of the company is to accelerate rapid response through innovation and passion. , to create distinctive products. This is equivalent to corporate culture, which has long been integrated into product planning and design.” Another key element of Sony Ericsson's "Different" strategy is the complementary advantages and strong support from Sony and Ericsson.Both Sony and Ericsson are leaders in their respective fields: Sony is very leading in music, consumer electronics, content, etc., while Ericsson is leading in networks, 3G, and equipment.Both have strong complementary advantages.Both believe that mobile phones are a very important part of their business, and cooperation is greater than competition.

Sony Ericsson has successfully leveraged this complementary strength.Katsumi Ihara once said, "In a joint venture company, the two major shareholders each hold 50% of the shares, but it does not mean that the number of employees each holds 50%. We advocate the use of materials. In the creative design department, there are more employees from Sony, while The software design department is more from Ericsson." It is on this basis that Sony Ericsson clearly formulated its own "different" strategy.Yang Huaibo said, "We clearly formulated our strategy 3 years ago - image mobile phone, entertainment mobile phone; we are also the first manufacturer to launch 3D games and enterprise-level solutions on mobile phones. In fact, in 3 years We set this goal before, which coincides with the development trend of the market.”

Compared with competitors chasing a certain popular product, Sony Ericsson's product positioning is very clear, that is, to design related products for each very clear demand of customers; never make products with unclear needs.For example, in response to users' needs for mobile phone photography, the company has been focusing on improving the functions of Sony Ericsson mobile phones since its establishment. By 2004, 65% of Sony Ericsson's mobile phones had photography functions. Moreover, considering the diverse needs of customers, Sony Ericsson's product line is also very extensive, except for very low-end markets, such as mobile phones with black and white screens, which basically cover every segment of the market. In 2004, Sony Ericsson launched 25 different products. Sony Ericsson's product strategy in 2005 also showed the above two characteristics.According to Steve Walker, the product strategy includes: First of all, continue to enhance the photography function of mobile phones, focusing on improving the quality of pictures, and at the same time making it easier to share pictures in mobile phones.Judging from the current situation, the pictures taken by some Sony Ericsson mobile phones are already comparable to those taken by ordinary cameras. Secondly, focus on improving the entertainment performance of mobile phones, especially in music and games.The W800i, the first Walkman mobile phone that Sony Ericsson has shown, aims to allow customers to enjoy music while moving. "In the past 25 years, 350 million Walkmans have been sold, which is a very large market. If we want to develop a market for new products that are slowly accepted by customers, it may take decades." Steve Walker explained "And selling a Walkman-enabled mobile phone is tapping into a gold mine of already established strong customer recognition and brand awareness," said Ms. Sony Ericsson has been installing MP3 in mobile phones for a year when some electronics companies are still talking about MP3.The problem facing Sony Ericsson now is how to change people's habit of not using mobile phones as music devices.To do this, Sony Ericsson must build customer confidence in the product.To this end, Sony Ericsson has set up many high-value-added functions for this mobile phone, such as high-quality earplugs, storage capacity that can store 120 songs, and a media player that plays high-quality music.To boost the product's appeal to customers, Sony Ericsson has announced a partnership with Sony's music download service to allow users around the world to buy online music for their phones. In addition to the above content, Sony Ericsson will also actively develop this market in response to the special needs of business customers for mobile phones.Such as the introduction of smart phones, mobile phones that can read emails, etc. Of course, Sony Ericsson's insistence on its own product features does not mean that it ignores the most basic and traditional function of mobile phones for making calls. "There are always some customers who don't need some extra functions of mobile phones. What they value most is making calls and sending text messages. We must also pay attention to this market." Steve Walker said, "In short, we must ensure that everyone's mobile phones are satisfied. Demand, that is, use different products to meet the needs of different groups of people.” This means that Sony Ericsson needs strong R&D and product design capabilities to meet the different needs of various customer groups.Sony Ericsson has 1,000 employees in Lund, Sweden, accounting for 1/4 of the total number of employees. Lund is not only the location of the company's most important R&D center, but also the location of the company's creative design center. Sticking to its own judgment on product trends, will Sony Ericsson market some products that have not been involved or emphasized?Steve Walker dismisses this notion.He revealed that in 2004, the company's market share increased by two percentage points. In the future, Sony Ericsson's plan for the Walkman mobile phone is to continue to enhance the function of playing music, and at the same time, it can realize a wider range of online services, larger storage, and gradually integrate with other functions such as voice, text messages, pictures, and Internet access.Sony Ericsson is also very clear that consumers will always retain the habit of owning different electronic products, such as digital cameras, a variety of music listening devices, etc., "Therefore, we should not expect our products to completely squeeze out other consumer electronic products from the market. ’” said Steve Walker. Moreover, the entire industry is facing product development challenges.With the development of the mobile phone industry and technological updates, consumer demands change rapidly, and the life of products becomes shorter and shorter.Sony Ericsson's challenge will be how to continuously update its product line. Steve Walker believes that the development trend of the mobile communication industry is: firstly, more and more consumers will buy mobile phone products with many advanced functions; secondly, some customers who have never used mobile phones will join the consumer industry In the future, such as the Asian and Latin American markets. Among many mobile phones, the design of Sony Ericsson mobile phones has become a symbol.Behind these symbols is Sony Ericsson's unique design concept. Just like the color screen made Samsung Anycall, "imaging and entertainment" is becoming Sony Ericsson's biggest bargaining chip to rebuild new rules.Sony Ericsson was the first to introduce the concept of digital cameras into mobile phones, such as the T68ie, the first mobile phone with an external camera, and the SO5050i with megapixels in the Japanese market, which caused a panic buying boom. Since 2002, Sony Ericsson has had a flagship product every year, T68e in 2002, T618 in 2003, K700 in 2004, and W800c in 2005.According to a person in charge of Sony Ericsson's R&D department, almost all of Sony Ericsson's main products can achieve a 1% market share."This is a life and death product for our company and it cannot fail," he said. Hiroshi Yoshioka, vice president of Sony Ericsson Group and head of GSM/UMTS, has profound qualifications and was one of the inventors of Sony digital camera and SO5050i. Yoshioka once said that Sony Ericsson's consistent high-quality goods strategy has brought huge profits. In China, it is T618, and in Japan, it is SO5050i, which has brought great changes to the entire company. In addition to making profits, it has also brought strong confidence. Yoshioka said: "This has also changed the perception of our employees and customers. It takes about a year and a half to develop a product. Before the T618 and SO5050i, our models were basically before the establishment of the two joint ventures. Models, so these two products are the key products with the genes of two companies, and they have indeed achieved great success in the world." Sony Ericsson's emphasis on design can be seen from its organizational structure.Sony Ericsson's previous design center belonged only to the R&D department.After the establishment of Sony Ericsson, the company's top management believed that industrial design was so important and an important strategy to achieve differentiation, so the design center was directly under the management of the president, and any product designed should be shown to the president. Eiji Shintani, Art Director of Sony Ericsson Creative Design Center, revealed that the design of Sony Ericsson must follow three main principles: "First, user-centered, the developed products should be comfortable to use. This is very important, because products are not produced Retailers have good-looking ones, but they need to be deeply rooted in users, practical, and make them love them. Second, we hope that the products we design can arouse the emotional resonance of users, which we call the sixth sense. Our products will always let The user feels pleasing to the eye. Third, we must have a sense of advancement. We must be half a step ahead of the user at any time. If we only study today's market to design products, it is easy to fall behind and be eliminated by the market. And all successful designs Like the others, we need to predict the future direction of the market.” On January 5, 2005, Sony Ericsson signed an agreement with the Women's Tennis Association (WTA), announcing that it would sponsor women's tennis competitions with US$88 million.This six-year agreement is by far the largest sponsorship in the history of women's tennis, and it is also Sony Ericsson's first global sponsorship project. The breadth and depth of the cooperation between Sony Ericsson and the Women's Open surpassed other historical records.According to the agreement, Sony Ericsson will obtain the naming rights of the WTA Tournament, and will rename the women's tennis competition as "Sony Ericsson Women's Tennis Tournament". At the same time, it will have the right to broadcast the WTA Championship Finals around the world every November, and will have many advertising opportunities at the venue. "Cooperating with the WTA, Sony Ericsson has created a natural platform that combines technology, design style, fashion trends, sports, and music, which are also the characteristics of professional tennis games." A commentator said. But more often, Sony Ericsson's marketing is not such a big deal, and it is more about sticking to its own marketing characteristics.Sony Ericsson's promotion of camera phones in 2002 can be regarded as a classic of the company's marketing. In August 2002, when Sony Ericsson launched the camera phone T68i abroad, it used fake tourists to promote the phone.The specific method is that Sony Ericsson hired some actors and actresses, let them pretend to be tourists and alcoholics, and distribute them in large cities in the United States.These people chatted with other people on various occasions and places, consciously showed their T68i mobile phones, and tried every means to get consumers to try these mobile phones. These actors have no Sony Ericsson logo on them, nor do they introduce themselves as working for Sony Ericsson, unless consumers ask them directly.In this way, the consumers contacted by actors can easily think that they are dealing with another consumer. Not only is it easy to obtain useful information about this phone, but it is also easy to build trust. "This kind of activity can be regarded as an arrow," commented Jon Maron, who was in charge of this activity in 2002, "penetrating the market directly to reach the target consumer. The rest is to follow up with the consumer." Marketing expenses of only $5 million at the time also contributed to the strategy. "We don't have the money to advertise in the media, so we can only take this approach." Dee Dutta, vice president of Sony Ericsson's global marketing, said. In foreign countries, in addition to the practice of fake tourists, Sony Ericsson's practice of not advertising and promoting this product includes: distributing 600,000 mobile phone-shaped accessory products on the streets; Display mobile phones; leave more than 200 mobile phone replicas in airports, buses, taxis, park benches, bars, restaurants, these replicas have a mobile phone search service program on the screen, which can directly guide customers to introduce mobile phones Information websites; in places such as baseball games, concerts and shopping malls, where there are Sony Ericsson sales representatives on duty, consumers can use Sony Ericsson mobile phones to send email pictures to friends and family. Sony Ericsson attaches great importance to the power of entertainment marketing.A few years ago, through the influence of its parent company Sony, Sony Ericsson did everything possible to promote the cooperation between Sony Ericsson and MGM Films. Sony Ericsson's T68ie, T300 and smart phone P802 were all able to emerge in the 007 movie "Tomorrow Never Dies".Subsequently, Sony Ericsson's mobile phone was bundled with Jackie Chan's "Tuxedo" and achieved another success. In 2004, Sony Ericsson’s new mobile phone caught up with the New Year movie “Kung Fu”. The two not only launched a pre-roll advertisement, but also had an interactive relationship in all marketing aspects. Sony Ericsson’s mobile phone also has many classics of the “Kung Fu” movie. Screensavers for lenses and characters. Although some people think that Sony Ericsson allows entertainment stars to promote mobile phones, which destroys consumers' trust in it.However, considering that such an approach goes directly to the target customer, it is really a smart way.The market also proved the effectiveness of this approach, after the marketing campaign, sales increased by 450%, and brand awareness in the local market increased by 110%. In China, in order to be "different", Sony Ericsson prefers to try some anti-traditional practices.For example, Sony Ericsson and Kodak have cooperated in a campaign. Sometimes, all photos taken with Sony Ericsson mobile phones can be printed for free at Kodak stores; map. Ning Shuyong, Director of Public Relations of Sony Ericsson China, attributed this experience to a three-dimensional marketing strategy. "This is three-dimensional marketing, including public relations, channels, product promotion, demonstrations, etc. The media is newspapers, magazines, radio stations, TV stations, etc., forming a three-dimensional effective coverage." "Exploring the Spirit of Genghis Khan".This is a theme of the team training in 2005 by Gunila, the person in charge of Sony Ericsson China.In the email sent to employees, Gunila wrote: We have been accepting a big challenge in the past few years, but also a very exciting journey.We are all growth heroes, each of us should be proud, and should work hard at work, without everyone's efforts to ignite the passion in our hearts, we cannot succeed.What we are going on is a journey of dreams. I hope we can inherit the spirit of Genghis Khan and keep winning. In September, Sony Ericsson will hold a team building meeting in Inner Mongolia.Before that, Sony Ericsson China's team building was quite different. In 2003, Sony Ericsson China conducted team training on the Great Wall. More than 140 people from the sales department and marketing department slept on the Great Wall. The goal at that time was to hope that the newly formed team could produce a performance higher than that of the Great Wall. In 2004, Sony Ericsson China's team training was held in Boao, Hainan. They chose a rapid and conducted a rafting training. The goal was to conquer mountains and rivers in more ways and stimulate employees' fighting spirit. "Passion, Innovation, Quick Response".These are the three core values ​​of Sony Ericsson.Gunila, who is the person in charge of Sony Ericsson China, highly respects Darwin's classic saying: "Natural selection, survival of the fittest".Her credo is: "The winner is not determined by how big and fast a species is, but by how quickly he can adapt to this change." In an interview with Global Business Classic, Gunila said, "When it comes to 'different', I think our employees are different, and everything is done by employees. Our employees are following the company culture. At the same time, we are still shaping the company culture. We emphasize passion, and we require innovation in everything we do. Like our products, including the way we promote them in the market, they are also relatively innovative; there is also the ability to respond quickly, and do something quickly. choice." But in terms of team training, Gunila also faces a new challenge, that is: how to keep the team motivated? According to Gunila, “In addition to our usual so-called internal communication and rewards, we feel that we are different in that we believe that winning is not just one win, we have to keep winning.” As Jack Trout reminds: "Growth has the potential to destroy differentiating strategies". For the growing Sony Ericsson, the God of growth is also quietly descending.Sony Ericsson, which has successfully survived the survival crisis, is considering winning a bigger market and "conquering the world like Genghis Khan".Sony Ericsson, which has been focusing on the mid-to-high-end market, has also started to enter the low-end market this year, mainly promoting low-priced mobile phones such as K300c and J300c. Regarding some market questions, Gunila said, "A company must focus at the beginning. We focus on mid-to-high-end products, because products can enhance our brand. The characteristics of Sony Ericsson products are not only beautiful appearance, but also simple functions. , as well as an easy-to-use experience for consumers. Our strategy has not changed, and we still focus on imaging, entertainment, and enterprise solutions as before. Now we are increasing market momentum, expanding our product line, and developing different products. This phone may be more expensive, but with its classic design, very strong sound quality, and very strong video functions, it will provide consumers with very unique services." Another big challenge for Sony Ericsson comes from competitors. Competitors such as Samsung have concentrated their firepower in the field of video and music, which Sony Ericsson is good at. In any case, Sony Ericsson, which is late to strike with its "different" strategy, is also encountering the natural enemies of the "different" strategy: distraction and extended product lines.In what ways does Sony Ericsson continue to be different?How does Sony Ericsson strengthen its advantages and challenge its natural enemies under the conditions of extreme competition? ◎Golden Wrong Sword: Yang Huaibo, chairman of Sony Ericsson China, once said that Sony Ericsson has always adhered to the "different" strategy. Yoshioka, the inventor of Sony Ericsson SO5050i, also said "to be different from competitors." How do you understand Sony Ericsson's "different from others" Different" strategy? ◎Gunila: In a highly competitive market. "Different" means that you can have a kind of "sustainable development" in the market.For Sony Ericsson, first of all, we have unique advantages from the two parent companies of Sony and Ericsson; Sony has advantages in music, video, content and games, and has advantages in consumer product design and brand management. Ericsson has advantages in telecommunications. It has advantages in advanced technology and operator management. This combination of soft power and hard power is very good, and it caters to the development trend of this multimedia era.This trend enables us to see the direction of industry development earlier than other competitors and launch products earlier.At the same time, when it comes to "different", I think we are different, and everything is made by "people". ◎Jin Cuo Dao: Sony Ericsson focuses on music strategy this year. In your opinion, what are the unique strategies for the promotion of Sony Ericsson W800C? ◎Gunila: First of all, its packaging is definitely different. It has a strong music positioning, and it is a very unique packaging.When we launch products, we not only let you see another new product, but let you feel a new concept, a new way of life is coming to us.In addition, the first country in the world to release this product is China, basically two or three weeks earlier than other markets, and other markets around the world have not released this product so far. ◎Golden Wrong Sword: Sony Ericsson has two divisions, one is Sales Marketing and the other is PBU. How does Sales Marketing emphasize the strategy of being different?Every mobile phone of Sony Ericsson has a big strategy. What are the different strategies of Sony Ericsson in this respect? ◎Gunila: When it comes to success, I think there are five points. First, insight.You have to see things from many changes and be able to make decisions at the same time. Second, you have to be very focused.If you are not focused, it means that you have failed to make many choices, invest the wrong resources in the wrong projects, and have to be very focused on doing one thing. Third, coordination ability.You have to engage the entire organization to support your strategic priorities.We do internal communication and team training, and it is very important to let everyone clearly implement your strategic priorities. Fourth, execution.Now the world is changing very fast, you have to execute very fast and get results. Fifth, regeneration ability.You must be able to keep improving on the first four points, set new goals, and keep doing better on these four points. Only by doing these things repeatedly can you get better and better. ◎Jincuodao: Sony Ericsson has achieved certain success in high-end products, and there are many products. What plans does Sony Ericsson have in low-end products? ◎Gunila: Sony Ericsson has a full range of products, and its mid-to-high-end products have brought us a good reputation.We think this area is very important and will continue to focus on this area.Low-end products are also very important. We have designed some very good products for this group of people.The J210 of this press conference is a low-end product.It has Sony Ericsson's consistent design style and stylish appearance. ◎Jincuodao: Competitors of Sony Ericsson, such as Samsung, have also launched an offensive in video and music mobile phones, and Samsung is also the designated partner of the Olympic Games. Do you have any plans in this regard? ◎Gunila: Speaking of this issue, I would like to talk about the good recognition we have achieved in customer satisfaction.We just focus on customer satisfaction, and at the same time work closely with operators and dealers to make customers happy.In terms of sponsorship, it also cooperates with WTA, which has important events in Beijing and Guangzhou in September this year. ◎Jin Cuo Dao: Sony Ericsson puts great emphasis on passion, but it is also easy to get tired. How to maintain the passion of the team? ◎Gunila: Sony Ericsson is building a team that keeps winning.Every day we bring up new topics, new challenges, and these challenges inspire our team.We create a new world every day to maintain the fighting spirit and passion of our employees.Just like playing football, you score a goal by yourself, and you don’t think you won the whole game. What’s more important is your interest and determination to win. Work hard with your team members, pass the ball to each other, and finally kick beat it. ◎Jincuodao: In the past two years, Sony Ericsson is entering a "second stage" of rapid growth. What is your strategic vision for this?How to grasp the pace of development in all aspects at this stage? ◎Gunila: Sony Ericsson will not have a super-high-speed growth, we have been pursuing stable and profitable growth.This determines that we are very focused.For example, in the previous stage, we paid more attention to primary and secondary cities and customer satisfaction.We used to put more emphasis on images, but now we are gradually turning to music. Although Sony Ericsson is now entering the "second phase", our strategic goals have not changed, what has changed is our speed and rhythm.In the first stage, we found our target and set up a platform. We hope to develop into a major manufacturer in the industry on this platform.Of course, the sooner this goal is achieved, the better.For me, the "second stage" is how to quickly coordinate and unify all Chinese departments serving the global market, and make adjustments in product design, production, supply and other links.