[Text|High-tech LED reporter Luo Shenghua] On Christmas Day 2014, the Courtyard by Marriott Shanghai Qilu in Lujiazui Financial District was brightly lit. The business hotel, which is located in the young business elite market, is holding a lighting ceremony, and GE is invited by the partner. For GE, activities like this can be copied but not many.
I have to say that compared with many competitors, this lighting giant from the United States has not been able to perform well in the Chinese lighting market in recent years. Although the brand of “General†has penetrated into every corner, it is in Philips, Osram, etc. Under the strong pressure of the brand, GE's actions appear slow and conservative - but recently, it seems to change something.
Recently, GE Group headquarters told the media that in order to better develop its business technology advantages and promote the development of high-tech green solutions in the customer-oriented market, GE Group headquarters strategically repositioned the lighting business – the global lighting team The GE Growth and Innovation team is aligned.
After speculation about the GE lighting business for a long time, its top management finally made an embarrassing statement. And this seems to imply that GE Group is anxious to reverse its downward trend in the global lighting market, and team alliance may be just a means.
Being "seeing decline"
For GE's lighting business, it is now a time of incitement and helplessness.
"We are in the ascendant and we must keep this momentum moving forward." Mary Lighting Sylvester, President and CEO of GE Lighting, stated this lighting organization adjustment.
It is understood that the transformation of the organizational structure will not only enable GE Lighting to benefit from solution sales, venture capital, ecomagination and brand development, but also help GE develop new services, sales models and partnerships.
As the world's largest multinational company providing technology and services, GE has gone well in its diversification strategy, but the lighting business seems to have become a chicken-like presence in recent years.
In the second half of 2014, GE decided to sell its home appliance business to the Swedish home appliance company Electrolux for about $3.3 billion. GE's decision in Japan was equivalent to Hitachi and Toshiba giving up white goods. At GE, the lighting business and home appliances belong to the same department. After the sale was announced, the industry speculated that the decision was a precursor to GE's upcoming abandonment of its lighting business.
“Because China and South Korea’s emerging home appliance companies are increasingly influential in the US market, the sales competition in US home appliance stores is becoming more and more fierce. Therefore, according to our strategy of becoming the world’s largest infrastructure and technology company, we decided "The sale of home appliances business" GE Chief Executive Jeffrey Immelt explained.
According to industry insiders, the move is part of GE's divestiture and restructuring strategy, and GE hopes to improve its valuation and keep pace with its competitors. In 2013, before the acquisition, GE's home appliance and lighting business revenue exceeded $8 billion, and the sale of home appliances business is expected to bring GE's $1.5 billion to $2.5 billion in revenue.
GE intends to focus its investments on high-return business and has already listed a list of companies that will spin off $4 billion worth of industrial business. Earlier, Jeffrey Immelt made it clear that GE is accelerating its strategy to focus on growth- and profitable infrastructure-related businesses, and GE has shifted its focus to aviation, oil and gas operations.
Lighting is a traditional business of GE. Although the lighting business has been retained in this strategic restructuring, its operating income or net profit has been negligible in the entire sales system. It no longer plays a key role in the restructuring of the company's infrastructure business.
“GE started from lighting and sold the lighting business. GE has also discussed this for many years. From a rational point of view, it is understandable to sell it, but inside, old employees and management are in love. If you can't accept it, if you sell the lighting business, it will break the root of GE. Investors and even the American people can't accept it." Nie Pengxiang, chairman of the incentive test, told the reporter.
"In this process, GE can only find a competent department to manage." Nie Pengxiang said.
It is reported that the alliance with the lighting team is GE's growth and innovation team, led by GE's senior vice president and chief marketing officer Beth Comstock.
I have to say that compared with many competitors, this lighting giant from the United States has not been able to perform well in the Chinese lighting market in recent years. Although the brand of “General†has penetrated into every corner, it is in Philips, Osram, etc. Under the strong pressure of the brand, GE's actions appear slow and conservative - but recently, it seems to change something.
Recently, GE Group headquarters told the media that in order to better develop its business technology advantages and promote the development of high-tech green solutions in the customer-oriented market, GE Group headquarters strategically repositioned the lighting business – the global lighting team The GE Growth and Innovation team is aligned.
After speculation about the GE lighting business for a long time, its top management finally made an embarrassing statement. And this seems to imply that GE Group is anxious to reverse its downward trend in the global lighting market, and team alliance may be just a means.
Being "seeing decline"
For GE's lighting business, it is now a time of incitement and helplessness.
"We are in the ascendant and we must keep this momentum moving forward." Mary Lighting Sylvester, President and CEO of GE Lighting, stated this lighting organization adjustment.
It is understood that the transformation of the organizational structure will not only enable GE Lighting to benefit from solution sales, venture capital, ecomagination and brand development, but also help GE develop new services, sales models and partnerships.
As the world's largest multinational company providing technology and services, GE has gone well in its diversification strategy, but the lighting business seems to have become a chicken-like presence in recent years.
In the second half of 2014, GE decided to sell its home appliance business to the Swedish home appliance company Electrolux for about $3.3 billion. GE's decision in Japan was equivalent to Hitachi and Toshiba giving up white goods. At GE, the lighting business and home appliances belong to the same department. After the sale was announced, the industry speculated that the decision was a precursor to GE's upcoming abandonment of its lighting business.
“Because China and South Korea’s emerging home appliance companies are increasingly influential in the US market, the sales competition in US home appliance stores is becoming more and more fierce. Therefore, according to our strategy of becoming the world’s largest infrastructure and technology company, we decided "The sale of home appliances business" GE Chief Executive Jeffrey Immelt explained.
According to industry insiders, the move is part of GE's divestiture and restructuring strategy, and GE hopes to improve its valuation and keep pace with its competitors. In 2013, before the acquisition, GE's home appliance and lighting business revenue exceeded $8 billion, and the sale of home appliances business is expected to bring GE's $1.5 billion to $2.5 billion in revenue.
GE intends to focus its investments on high-return business and has already listed a list of companies that will spin off $4 billion worth of industrial business. Earlier, Jeffrey Immelt made it clear that GE is accelerating its strategy to focus on growth- and profitable infrastructure-related businesses, and GE has shifted its focus to aviation, oil and gas operations.
Lighting is a traditional business of GE. Although the lighting business has been retained in this strategic restructuring, its operating income or net profit has been negligible in the entire sales system. It no longer plays a key role in the restructuring of the company's infrastructure business.
“GE started from lighting and sold the lighting business. GE has also discussed this for many years. From a rational point of view, it is understandable to sell it, but inside, old employees and management are in love. If you can't accept it, if you sell the lighting business, it will break the root of GE. Investors and even the American people can't accept it." Nie Pengxiang, chairman of the incentive test, told the reporter.
"In this process, GE can only find a competent department to manage." Nie Pengxiang said.
It is reported that the alliance with the lighting team is GE's growth and innovation team, led by GE's senior vice president and chief marketing officer Beth Comstock.
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