What is the most necessary lesson for Chinese lighting brands?

Forbes (Forbes) recently announced the list of the world's most valuable brand TOP100 in 2016, and Chinese brands are not on the list. Forbes's explanation of the reasons for the list of Chinese brands is that, since the list has its own specific evaluation rules, for example, the list of brands must carry out business in the US market, which will affect the division of Chinese brands. It is this rule that, from the historical data, we have not seen the appearance of Chinese brands in the list since 2010. Forbes's explanation seems to give the Chinese brand a step, but imagine if China has one of the world's most valuable brand names, and the scoring rules have "the need to do business in the Chinese market". Is it an impact on American brands? It should be less affected. People come to us here, we can not go to others, the problem is obviously not in the rules itself, but our business is really a bit bad, and the real international brand is still a big gap. In fact, there are some Chinese brands in the US market, and Internet companies like Alibaba are still listed in the United States, but they have little business in the United States, and their achievements are still much limited to China. Generally speaking, more than 30% of the overseas business income is considered to be international operating capacity, but the average international index of China's international companies is only less than 14%, far below the 61% of the world's 100 multinational corporations, and lower than the 38% level of the developing countries in the same period. Moreover, Chinese enterprises are mostly not based on technical strength, but mainly with trade and intermediate products, and lack of real international business capability. As for the "country" big enterprises, although they often top the top of the global wealth list with huge volume (for example, in 2015 Fortune 500 list, China has 106 companies on the list, Sinopec, CNPC and national electrical appliances net into the top 10), but their brand value is not good, the reason is that They are mostly monopolized, and their business globalization is low, not only in the United States, but also in other foreign markets. We know that brand value is wealth, but the wealth of the enterprise is not directly related to the value of the brand. David Reibstein, a professor at the Walton School of business at the University of Pennsylvania in the United States, points out that brand value depends on how much consumers accept. In terms of business, whether a brand is valuable depends on whether a consumer is willing to spend a higher price or a stronger desire to buy. If Sinopec and PetroChina are entering the American market, will American consumers be willing to accept them? With the satisfaction and loyalty of the brand, the list of Forbes's brand list can explain the global competitiveness of the enterprise, and the reason why Chinese brand is not on the list is self-evident. Professor Zheng Yuhuang, a marketing guide of Tsinghua University, believes that the essence of marketing is to attract customers and retain customers. Compared with the outstanding global enterprise brand, the main gap of Chinese enterprise brand lies in the lack of the ability to attract customers and retain customers. Few enterprise brands can truly be customer centered. Most Chinese companies still focus on "attracting customers" and ignore the "retention of customers". Therefore, we often see that many companies are willing to spend a lot of money on advertising to attract customers, but ignore the point: advertising can bring only popularity, but can not bring satisfaction, reputation and loyalty. If the quality of the products of the enterprise cannot survive the inspection of the market and the consumers, a negative evaluation will be enough to destroy the brand image that the enterprise has set up in a huge amount of money. Therefore, the most necessary course for Chinese enterprise brand is to seize 3 key points in the customer centered marketing practice: to create value for customers, to provide satisfaction for customers and to create customer loyalty (long-term relationship). In the highly competitive market, the success or failure of many enterprise brands proves that who can adhere to the "customer centered" commercial value of the world to the end, who will be the final winner.