L’outsider che ha rubato l’industria televisiva al Giappone: Hisense

L’outsider che ha rubato l’industria televisiva al Giappone: Hisense

[Music] in 2010 Japanese TV giants controlled the world sony Panasonic Sharp unbeatable or so it seemed for decades these brands set the standard for quality and innovation filling living rooms across the globe with their premium televisions their products define modern electronics and their dominance was rarely questioned but by 2020 an unknown Chinese company Highense had pulled off the unthinkable dethroning the kings of an entire industry how did they do it and why didn’t Japan’s legendary innovators see it coming to understand this seismic shift we need to look back at how Japan built its empire in the first place [Music] japanese electronics companies like Sony Panasonic and Sharp led the global television market in the 1980s and 1990s their brand stood for quality and reliability many families viewed owning a Japanese TV as a sign of modern living 1968 Sony launched the Trinitron this color television brought clear pictures and strong colors setting a new standard the Trinitron became a popular choice for those wanting advanced home entertainment earlier in 1960 Sharp released Japan’s first color television and started the path for future advances changes like these were part of a larger push by Japanese companies to improve technology and meet high customer expectations japan’s post-war growth supported this rise the country focused on building its manufacturing and technology sectors companies gained a reputation for careful work and improving existing products they also shared technical knowledge panasonic for example helped train businesses outside Japan including in China during the 1980s made in Japan soon meant excellent products around the world japanese TVs were common in homes from North America to Europe the companies also promoted their televisions as symbols of progress people often chose brands like Sony or Panasonic to join a future shaped by new technology this aim for better technology brought challenges their surprise decision The Plaza Accord an agreement to sell dollars on worldwide currency markets in an effort to send the dollar and American export prices down the 1980s a strong yen and high research costs made Japanese TVs expensive the focus was on high-end items for wealthier buyers this helped their image but limited attention to people with tighter budgets new markets in regions like Southeast Asia South America and Africa needed affordable TVs but Japanese brands did not focus on these buyers other countries joined the electronics industry companies from South Korea and Taiwan used parts of the Japanese approach but at lower costs they offered similar products for less money despite this Japanese brands stayed with their premium strategy over time this confidence became a weakness as the market changed Japanese companies kept working on improving their established products and brand image they did not answer the need for lowercost televisions leaving space for others to enter while Japanese brands led the global TV market a small company started in Shing Dao China in 1969 Shing Dao number two radio factory opened with 10 workers its first product was the Red Lantern Radio simple and affordable for China’s local market the goal was to meet basic needs not to compete worldwide during the 1970s China’s government began to support the growth of its own electronics industry in 1979 the factory joined with three other local firms to become theQing Dao General Television Factory this step was about combining resources so they could produce TVs for ordinary Chinese families the company faced many challenges unlike Japanese firms that had little experience with advanced electronics instead of inventing new products from nothing the team watched and learned from established companies they brought in ideas and skills suited to local needs in 1984 the factory partnered with Panasonic sending staff to Japan to learn color TV design and manufacturing the company produced its first 14-in color TV that year prioritizing careful progress over rapid change the company’s main method was reverse engineering they took apart Japanese TVs to see what worked what was needed and what could be left out to save on money they aimed for useful lowcost products unlike Japanese brands they didn’t focus on high-end buyers the business became known as Highense highense knew it couldn’t compete for wealthy customers instead it made TVs for working families and markets where price and basic features came first highend TVs started to appear in homes in Asia and Africa highens leaders watched what buyers wanted especially in markets with few choices they improved their TVs based on real feedback and made them practical and accessible for many a highens TV was not just cheaper it was the only option this focus built trust with customers who felt ignored by larger companies by the late 1990s this steady approach paid off while Japanese companies stayed with high-end buyers grew in markets where prices mattered their TVs were known for lasting quality and good prices becoming common where buyers didn’t choose expensive brands the sell-off will continue on Wall Street soaring gas prices falling home prices and rising unemployment what kind of recipe 2008 financial crisis changed the global television market as the economy slowed people spent less and became careful about buying expensive electronics premium TVs from Japanese brands like Sony Panasonic and Sharp began to seem like luxuries these companies found fewer buyers willing to pay the high prices japanese firms stayed with their old approach they focused on bigger screens better image quality and new designs sony marketed highdefinition displays panasonic invested in plasma screens sharp offered slim models but most buyers were now looking for good value not premium features the Japanese strategy missed this shift their sales dropped people especially in emerging markets were less concerned with having the latest technology many only wanted a television that worked well lasted and fit their budget heisens had already been working with these buyers in mind when the crisis hit Heisens was ready its TVs were practical reliable and much cheaper than Japanese brands he’s didn’t try to offer every premium feature it focused on what most families needed at a price they could pay japanese companies find it hard to change direction they didn’t want to risk their brands by making cheaper models the gap grew between what people wanted and what Japanese companies offered when the economy started to recover the market had already changed he’s had built a strong position in places where Japanese brands had once dominated by 2022 he became the world’s second largest TV shipper and stayed in that spot through 2024 this was a major achievement for a company that started out assembling simple radios in Shing Dao tvs became smart devices combining good hardware and easy to use software japanese firms were strong in manufacturing but slow to build the connected features that buyers started to expect south Korean brands moved faster and he followed by making smart TVs with popular features at low prices this strategy matched the needs for regular families looking for value a key moment for Heisens came in 2017 when it bought most of Toshiba’s TV business for $113 million and quickly turned it around this move gave heens access to new brands factories and sales channels in important markets toshiba once a leader in Japan helped he expand its reach for Japanese companies selling Toshiba’s TV arm marked a retreat from a market they once led he’s way of working was different from Japanese brands the company improved its supply chain used more automation and managed everything with cloud-based systems these changes cut costs without lowering quality by using Toshiba’s brand and updating the regza line Highens quickly became trusted by local buyers by 2024 Highens controlled 40.4% of the Japanese TV market while Sony and Panasonic each had about 9 to 10% this was a big change for a market that Japanese brands had led for years is used the same plan in Europe and North America the fall of Japan’s TV dominance shows what can happen when companies trust old habits and slow changes in the TV market premium features and high prices were once seen as the main path to progress heisen’s focus on value proved that strong features at lower prices could change what buyers wanted from a premium product this idea of making good products affordable is not just found in TVs xiai followed a similar plan in smartphones medadia did so in home appliances in each case low prices and useful features were the main reasons for growth buying established businesses also helped he grow they bought Sharp’s TV business in the Americas he’s kept the local management and trusted brands which made the transition easier and sped up growth the quick return to profit after buying Toshiba’s TV division showed this approach worked he’s built its name with high-profile sponsorships such as the FIFA World Cup and European Championship these deals helped the company get noticed faster and reach a broad audience he’s also made large and premium TVs such as ULED and laser models at much lower prices than competitor i want to show you right now the Highense 116 UX so what’s so miraculous about this TV it is the first mini RGB miniLEDD TV that we’ve seen now it’s a 116inch miniLEDD LCD costs much less than similar products by 2025 he highens led the global laser TV market with nearly 70% market share disruption comes not just from new technologies but from making those technologies available high Sense’s story shows that even the best products must be at a price people can pay or they risk being ignored the success is built on steady improvement adapting to feedback and meeting real needs

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Discover how Chinese electronics company Hisense dethroned TV giants like Sony and Panasonic. This video explores Hisense’s rapid rise through strategic innovation, smart acquisitions like Toshiba’s TV business, and high-profile sponsorships.

Learn how making advanced technology affordable can disrupt established markets. A must-watch for those interested in business strategy and consumer electronics.

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