ABB PFEA111-65 3BSE050090R65 tension control amplifier tension measuring unit

Description

Many automobile enterprises have long forgotten the purpose of making cars. Making cars for the sake of making cars is a trap that traditional automobile enterprises cannot jump out of.
Linker’s idea is that for the purpose of behavior, PFEA111-65 no longer sells cars, but provides a way to travel. Just like Netflix, an Internet company, from online leasing and mailing DVDs to building a network streaming media playing platform, the purpose is to provide consumers with a way of entertainment.

What kind of travel mode does LinkedIn provide?
Efficient and sustainable travel mode.
Relevant data shows that in Europe, most of the cars owned by PFEA111-65 individuals are idle for 96% of the time, and only 4% of the time can be used relatively efficiently.
How to improve the 4% utilization rate has become the core of LinkedIn’s business in Europe.
The solution proposed by LinkedIn is very interesting. It separates the right of use from the ownership.
Generally, when you buy a car, you buy all the rights and interests of the car. The ownership and use right are not separated. However, in LinkedIn, people can share the use right and share the idle cars with others, so as to fully improve the use rate of cars. This may be the best way to travel in the future.
The sustainability of social development, PFEA111-65, should not only be reflected in the selection of materials, but also in the business model. LinkedIn’s business model is obviously more sustainable, more in line with the current European concept.
picture
Linker in Gothenburg, Sweden
Opening the second offline experience store in Europe
As Professor Christensen of Harvard Business School said:
Destructive innovation has a pattern that is easy to be ignored when it first appears. However, when it develops at a faster speed and suddenly meets the demand of consumers one day, it will develop rapidly and become the ruler of the market. It will be too late for big companies to try to squeeze those innovative enterprises out of the market.
In the past, when Huawei went to sea, the communication giants Nokia and Ericsson ignored Huawei’s disruptive innovation in technology and were beaten back by Huawei.
Like Huawei, LinkedIn is bound to encounter strong competition from its European counterparts when it goes to Europe. LinkedIn is facing the old nobles represented by ABB.
However, the traditional high-end brand image represented by ABB has solidified, and it is not easy for the elephant to turn around.
As a young latecomer, LinkedIn has no burden. It is more willing to listen to the voice of consumers and use cutting-edge technology.
Therefore, LinkedIn, which is more flexible in its development model, has “excellent vehicle technology+innovative landing services” and can truly bring high-quality enjoyment to European users, is likely to overturn the current European market pattern and repeat Huawei’s original glory.
Of course, not all overseas car companies can understand globalization and Europe as well as have the strength to change.

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