Digital ORP Sensor, also known as digital ORP probe, has built-in RS485 interface, connects ORP electrode and controller to realize online control. Daruifuno digital ORP sensor adopts PPS or stainless steel shell, which is compact and easy to carry. Built-in RS485 digital interface, supports MODBUS protocol, can store calibration data, plug and play. Split M16 connector is easy to plug and unplug, and the cable length can be customized. The measurement range of ORP is generally -2000~2000mV. Digital ORP sensor has faster response speed, larger reference capacity and longer service life. We have matching digital pH/ORP controller and multi-parameter controller, which can be connected with digital ORP electrode to realize display, control and output functions to meet online monitoring. Digital ORP sensor is widely used, and it can be used in most water treatment applications. Such as drinking water, surface water, sewage, industrial wastewater, etc. As a supplier and manufacturer of sensors and probes, Daruifuno specializes in providing high-precision online ORP sensors of different models. These sensors provide reliable monitoring solutions for evaluating various water qualities to ensure compliance with strict environmental regulations. Whether it is for drinking water, wastewater treatment or research applications, our products are the ideal choice. Explore our extensive product range today and enhance your water quality monitoring capabilities. Â Digital ORP Sensor, Digital ORP Probe Suzhou Delfino Environmental Technology Co., Ltd. , https://www.daruifuno.comDescription
Hardware companies have been bottlenecked in the transfer of foreign trade to domestic sales
The hardware industry in China has experienced significant growth over the past two decades, leading to the emergence of eight major distribution centers for hardware products. These centers have played a crucial role in integrating regional resources and meeting the diverse needs of consumers. As a result, the hardware market in various regions has become more standardized and organized.
In 2008, the global financial crisis hit hard, particularly affecting Chinese hardware companies that relied heavily on foreign trade. Many saw a sharp drop in orders, forcing them to look inward toward the domestic market—a sector they had previously overlooked. This shift was not always voluntary; some small manufacturers were forced into it as a survival strategy, while larger firms used it as an opportunity to restructure their market strategies and brand positioning.
Transitioning from foreign trade to domestic sales is no easy task. The road is full of challenges, especially when it comes to building brand awareness, establishing channels, and understanding local consumer behavior. The Canton Fair, long considered a barometer for China’s foreign trade, showed declining export figures during the 105th session, with a 20.8% drop in cumulative exports. European and Japanese markets saw even steeper declines, at over 35%, while the U.S. and Australia also experienced notable drops.
Meanwhile, emerging markets—once seen as promising alternatives—have shown signs of instability. While some countries like India and ASEAN saw growth, others such as Russia and Brazil faced steep declines, exceeding those in traditional markets. The ongoing financial crisis has delayed the impact on these markets, but the trend suggests a growing risk for Chinese exporters.
For foreign trade companies looking to enter the domestic market, the challenges are substantial. Most lack a brand identity, marketing expertise, and established distribution networks. They often start from scratch, needing to build everything from product development to customer relationships. Many report feeling overwhelmed by the complexity of the domestic market, where competition is fierce and consumer expectations differ significantly from international standards.
Product innovation is another key issue. Many hardware products designed for export are tailored to overseas preferences, including different living environments and design standards. Domestic consumers, however, may require smaller, more practical solutions. Companies that only follow customer specifications without investing in R&D find it difficult to meet local demands.
Brand recognition is also a major hurdle. Most foreign trade companies operate under OEM models, relying on other brands for visibility and reputation. Without a strong brand presence, it's hard to gain traction in a competitive domestic market. Building brand value requires time, investment, and a deep understanding of local culture and consumer behavior.
Finally, the lack of a professional marketing team and distribution network makes it even harder to succeed. Foreign trade companies often focus solely on production, neglecting the need for effective sales strategies and channel management. Without a solid foundation, entering the domestic market can lead to failure.
To succeed, companies must invest in strong marketing teams, develop accurate channel strategies, and build a sustainable sales network. The domestic market offers great potential, but it requires a shift in mindset, strategy, and execution. Only through careful planning and adaptation can hardware companies truly thrive in this new environment.
Â