(Yicai) Sept. 9 -- China's Lymow has quickly become a main player in the global robotic lawnmower market, thanks to various factors, including an effective diversification strategy.

During an interview at the Internationale Funkausstellung, the world's largest home and consumer technology event in Berlin, Germany, Lymow's Chief Marketing Officer Charles Li explained to Yicai how the company achieved over CNY100 million (USD14 million) in revenue in its first year by focusing on large-scale and complex terrain markets and implementing different strategies for different markets.

Li has 20 years of experience in smart hardware. He previously led the global launch of the first-generation robotic lawnmower of Chinese cleaning robots giant Ecovacs Robotics.

Excerpts of the interview are below:

Yicai: Which unique products did Lymow showcase at the IFA, and how do they stand out from other robotic lawnmowers?

Li: We are showcasing the Lymow One robotic lawnmower. Over 80 percent of robotic lawnmower manufacturers focus on simple environments under 2,000 square meters with 20 to 30 degree slopes, with few models reaching up to 38 degree. Lymow specifically targets large-scale and complex terrains.

We are the first to offer a product capable of climbing slopes up to 45 degrees through the unique tracked system, and we are also the first to use large straight-blade cutting technology which can cut high, dense and warm season grass, we can also cover up to 7,000 square meters of lawn per day through our high output power(900W) and large battery capacity(15Ah).

In North America, the market penetration of robotic mowers is only 2 percent to 3 percent, and in Germany, the leading European market, it is just 20 percent to 25 percent. This indicates that there is a huge unmet demand from households with large backyards and complex terrains.

Yicai: How is Lymow performing in the global market? What are the strategies it adopts in different regions?

Li: North America is our largest market, which is in line with our expectations. Europe is our second-largest market, and it is performing better than expected. In Bavaria in Germany and the Alps in Austria, we have found 50 to 100 users within a 20 to 30 kilometers radius, which was a pleasant surprise.

We adopt different strategies for each region. In North America, where market education is still in the early stages, we focus on independent websites and target early adopters. Over time, we will expand to potential users. In Europe, where the market is more mature and offline channels are well-developed, we strengthened our offline presence and entered existing distribution and retail networks.

Yicai: From crowdfunding on Kickstarter to mass production, how has Lymow managed its supply chain and production capacity?

Li: This has indeed been a challenge. A mature supply chain requires dedicated staff at each stage. But right now, our core team members are handling multiple responsibilities.

For example, coordinating sales forecasting and supply chain planning would typically require a team meeting in a large company. But at Lymow, it's just two experienced team members making a phone call. Each member must prepare to handle multiple roles in the discussion.

Our production capacity is close to 200 units per day, and we've surpassed CNY100 million in annual revenue. We expect to reach tens of thousands of units next year, at which point we plan to bring in more specialized supply chain talent.

Yicai: In the current geopolitical environment, how do you see the challenges and opportunities for Chinese brands going global?

Li: I have a few thoughts on geopolitics. First, the situation between China and the United States will likely reach a dynamic balance. Both sides have their own interests and needs, and it will not remain in a constant state of tension. A balance will eventually be struck.

Second, geopolitical policies may have short-term impacts, but they will not change the long-term trajectory of global development. Third, the geopolitical environment in Europe has made European media and partners more friendly toward us, bringing us closer together.

Fourth, regarding the US market, many Chinese companies may slow their expansion plans for North America. However, this also presents an opportunity. While many manufacturers hesitate, brands with clear strategic focus and positioning, such as Lymow, can find opportunities.

Yicai: How do you build a long-term global brand? What core philosophy do you follow?

Li: I summarize it as focus, respect, longtermism, and social value. First, you must truly understand local markets and consumers, keeping a respectful attitude. You cannot simply try to force-fit a solution that does not meet their needs. Secondly, the vision must be clear. Is it about creating long-term user demand and social value, or short-term profits?

In practical terms, we avoid sacrificing brand positioning due to short-term promotional pressures. For example, we raised our prices twice after crowdfunding, but our sales increased. This shows that when we truly create user value, customers are willing to pay more.

Most importantly, we must stay committed to our long-term strategy. No matter how the environment changes, the world will ultimately reward companies that are dedicated to longtermism and creating social value.

Editor: Futura Costaglione