Recently, a series of Chinese LED companies have acquired the spin-off business of multinational companies, which makes the Chinese LED industry seem to enter a "local tyrant" competition. Compared with multinational mergers and acquisitions a few years ago, China LED companies began to learn from the introduction of simple technology and the trend of mature business integration.
But Chinese LED companies seem to have to pay a tuition fee for this. Different from the horizontal or vertical integration of Chinese companies involved in the industrial chain, multinational companies are splitting their businesses according to market changes in order to cope with new changes in the global LED lighting market, especially in China.
“The European lighting giant Osram split gives us a good inspiration. This international manufacturer provides a table showing that he divides the lighting business into two types of business: one is a scale-oriented business, and the other is a technology-oriented business, which leads to scale. The business is sold, and the technology-oriented business is retained.†Sun Yong, general manager of Sunlight Lighting pointed out that there are many professional service areas for lighting, and it is not possible to attack by single item explosion. Our lighting companies must think about how to strengthen their own advantages.
According to the plan, OSRAM's general lighting source business will be split to operate as an independent company, which was previously announced by OSRAM to consider seeking to be acquired or independently listed. Optoelectronics, automotive lighting and specialty lighting, as well as lighting, lighting systems and solutions will form the future core business of OSRAM.
Coincidentally, the Puri board of directors recently announced that it will split the LED intelligent lighting platform under Xenio through a plan. Puri's other businesses are acquired by investors led by China Electronics Group. Xenio will focus on the integration and development of LED smart modules and the emerging Internet of Things (IOT), and will receive investment from Purui, Toshiba, DCM Ventures, Vantage Point's capital partners and other ecosystem partners. Cooperation.
The new company will operate independently, with a dedicated R&D team and marketing team in San Francisco, and will be fully accountable by Brad Bullington as executive. Mr. Bullington, as the CEO of Purui, will leverage his leadership talent at Purui to seek more professionals from the IoT and smart building industries.
In the past two years, Xenio has developed a series of core technologies and intellectual property within Puri, and will begin to enter the $135 billion market for IoT lighting. Recently, the company launched Xenio Point, Xenio Link and Xenio power solutions at the International Lighting Show in New York, and plans to mass production later this year.
“The establishment of Xenio as an independent company is a service for the lighting and data platform, and we believe this will unlock the potential market for solid-state lighting technology,†said Brad Bullington, executive chairman of Xenio. “We are creating a new company. It has a strong LED heritage and all the necessary tools to grow its business. At the same time, this transaction allows us to focus on the growing Internet of Things and connected devices."
Aircraft carrier and independent warship, which one is more capable of combat?
In theory, acquisitions and mergers are not the only means of capital operation. When the company grows and expands, and the scale of production is not economic, when the willingness of capital contraction begins to rise, business splitting becomes a viable the way.
In the 20 years after Western companies experienced large-scale mixed mergers in the 1960s, GE undertook a proactive spin-off under the leadership of the business wizard Jack Welch, which was the largest of the 1,000 companies in the United States. One third of the time has undergone some form of structural reorganization.
The result of the reorganization As the economist Stigler said, as the market for a certain product expands, the company will implement a vertical decomposition strategy and re-optimize the combination. The shadow of capital behind the group's spin-off business is everywhere. Whether it is the acquisition of the overall divestiture of assets or the introduction of venture capital to accelerate the business development of the spin-off subsidiaries, the invisible hand of capital can boost the target company. The segmentation area is rapidly becoming bigger and stronger, which in turn enhances the company's overall value.
Recently, Sunshine Lighting announced the launch of intelligent lighting products jointly with Kii, the world's leading mobile and IoT back-end cloud platform provider. Guan Yong said: "Our expansion into the field of intelligent lighting is to take advantage of our previous R&D and production experience in LED lighting. Intelligent lighting is based on the application extension of LED lighting, through the cooperation with Kii to achieve intelligent lighting Control, to meet the energy-saving needs while improving the convenience of users, and thus increase the added value of LED lighting products."
For the global LED lighting industry, the future competitive trend has shifted from the traditional scale effect to the more value-added business.
But Chinese LED companies seem to have to pay a tuition fee for this. Different from the horizontal or vertical integration of Chinese companies involved in the industrial chain, multinational companies are splitting their businesses according to market changes in order to cope with new changes in the global LED lighting market, especially in China.
“The European lighting giant Osram split gives us a good inspiration. This international manufacturer provides a table showing that he divides the lighting business into two types of business: one is a scale-oriented business, and the other is a technology-oriented business, which leads to scale. The business is sold, and the technology-oriented business is retained.†Sun Yong, general manager of Sunlight Lighting pointed out that there are many professional service areas for lighting, and it is not possible to attack by single item explosion. Our lighting companies must think about how to strengthen their own advantages.
According to the plan, OSRAM's general lighting source business will be split to operate as an independent company, which was previously announced by OSRAM to consider seeking to be acquired or independently listed. Optoelectronics, automotive lighting and specialty lighting, as well as lighting, lighting systems and solutions will form the future core business of OSRAM.
Coincidentally, the Puri board of directors recently announced that it will split the LED intelligent lighting platform under Xenio through a plan. Puri's other businesses are acquired by investors led by China Electronics Group. Xenio will focus on the integration and development of LED smart modules and the emerging Internet of Things (IOT), and will receive investment from Purui, Toshiba, DCM Ventures, Vantage Point's capital partners and other ecosystem partners. Cooperation.
The new company will operate independently, with a dedicated R&D team and marketing team in San Francisco, and will be fully accountable by Brad Bullington as executive. Mr. Bullington, as the CEO of Purui, will leverage his leadership talent at Purui to seek more professionals from the IoT and smart building industries.
In the past two years, Xenio has developed a series of core technologies and intellectual property within Puri, and will begin to enter the $135 billion market for IoT lighting. Recently, the company launched Xenio Point, Xenio Link and Xenio power solutions at the International Lighting Show in New York, and plans to mass production later this year.
“The establishment of Xenio as an independent company is a service for the lighting and data platform, and we believe this will unlock the potential market for solid-state lighting technology,†said Brad Bullington, executive chairman of Xenio. “We are creating a new company. It has a strong LED heritage and all the necessary tools to grow its business. At the same time, this transaction allows us to focus on the growing Internet of Things and connected devices."
Aircraft carrier and independent warship, which one is more capable of combat?
In theory, acquisitions and mergers are not the only means of capital operation. When the company grows and expands, and the scale of production is not economic, when the willingness of capital contraction begins to rise, business splitting becomes a viable the way.
In the 20 years after Western companies experienced large-scale mixed mergers in the 1960s, GE undertook a proactive spin-off under the leadership of the business wizard Jack Welch, which was the largest of the 1,000 companies in the United States. One third of the time has undergone some form of structural reorganization.
The result of the reorganization As the economist Stigler said, as the market for a certain product expands, the company will implement a vertical decomposition strategy and re-optimize the combination. The shadow of capital behind the group's spin-off business is everywhere. Whether it is the acquisition of the overall divestiture of assets or the introduction of venture capital to accelerate the business development of the spin-off subsidiaries, the invisible hand of capital can boost the target company. The segmentation area is rapidly becoming bigger and stronger, which in turn enhances the company's overall value.
Recently, Sunshine Lighting announced the launch of intelligent lighting products jointly with Kii, the world's leading mobile and IoT back-end cloud platform provider. Guan Yong said: "Our expansion into the field of intelligent lighting is to take advantage of our previous R&D and production experience in LED lighting. Intelligent lighting is based on the application extension of LED lighting, through the cooperation with Kii to achieve intelligent lighting Control, to meet the energy-saving needs while improving the convenience of users, and thus increase the added value of LED lighting products."
For the global LED lighting industry, the future competitive trend has shifted from the traditional scale effect to the more value-added business.
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