Custom furniture marketing strategy

When a domestic cabinet brand first went public, it adopted a unique marketing strategy, subdivided and positioned the brand, proposed the concept of "smart kitchen", and expanded rapidly at an average rate of 100 per year on the terminal. Two years later There are already nearly 300 specialty stores nationwide, known as the industry's "dark horse", but the good times are not long. The rapidly expanding brand marketing potential does not have the benign support of the factory backstage, supply delays, quality decline, blame, product errors, etc. A series of problems were quickly exposed, and dealers were struggling and frustrated, eventually losing confidence, changing brands or seeking other business.

Custom furniture needs to understand the rhythm direction

And another new brand, after entering the cabinet market, was unusually low-key. It took a full six months to conduct market research, industry characteristics, and market segmentation. Then it took another full year to prepare the factory and team. Half of the time In the development of products and terminal performance in the exhibition hall, one and a half years have passed. I thought it was time to enter the market with great fanfare. The brand executives spent another three months renovating a first-class kitchen experience hall of more than 500 square meters, focusing on store sales. , Continue to summarize the problems on the factory side, and refine its own marketing model.

One year later, the company paid off, the sales grew steadily, and each month reached the expected sales and profits. Then he entered the domestic market with great fanfare and replicated the exhibition hall and sales model, but achieved exceptionally hot sales performance. Almost one store was established and one was successful. It quickly set off a boom in China and the brand grew geometrically. From the establishment of the brand to entering the domestic market, it took nearly three years to complete the basic management, order and service backstage, external marketing mode, the entire store output profit model and finally achieved rapid expansion.

Today's custom home furnishing market in China is already in smoke, and it has attracted the attention of many cross-border crocodiles. They have invested heavily in the custom industry. There are many domestic first-class brands in these big crocodiles, but unfortunately, successful cross-border Brands are few.

Cross-border march into custom home brands is strong, and often faces today's custom market based on past successful experience. They believe that investing heavily in the regional market, quickly building large stores, and building multiple stores can quickly break through the regional market.

"This idea is right. We used to use this routine before and it was uncomfortable!" A general manager of a cross-border brand seemed to be holding the voucher for the custom home furnishing market. Build big stores, and quickly open multiple stores, expand influence, and establish influence in the regional market. With the Belt and Road Initiative, this model is very powerful in promoting it. This is typical of Chairman Mao â€™s â€œmodel strengthâ€ and â€œStarfireâ€ The theory can be ignited, but in the custom home furnishing industry, it is completely wrong.

This is a typical marketing "myopia". The great success in other industries has made decision makers full of confidence in their own brand. They believe that their success is "all-purpose" and can be copied successfully.

But the customization industry has no mercy. Midea Group's entry into the cabinet industry "three in and three out" has now become "chicken ribs"; Haier Group launched the cabinet project more than 10 years ago, absolutely did not expect that it will fall into the situation of being merged and acquired by Japanese companies today; Mingjiangxuan Furniture, Fellinger Cross-border brands such as flooring and Aucma appliances are no longer there.

Behind the rapid expansion must be supported by a strong system. Custom home marketing is a very complicated "system marketing" and "engineering". This systematic performance is manifested in:

1. Strong production system, providing first-class products and services; the custom home furnishing industry has the saying that "production determines sales". Without a well-built internal production and supply system, it will directly lead to slow terminal loading and slow order placement, resulting in a production cycle. Long, custom-made products do wrong goods, can not be shipped, postponed orders, are not uncommon, will directly lead to terminal dissatisfaction, customers complain.

2. Product expressiveness is expressed in the form of exhibition hall at the terminal, which is the most direct first impression of consumers. The display system is the shape of the brand, and the product performance is the soul. The exhibition hall is the consumer's initial recognition of the brand and the most complete display of brand positioning and style.

3. The terminal training system is the source of brand development. As a professional home furnishing industry with a relatively high degree of refinement, manufacturers realized the importance of the training system early. Through the closed basic training for nearly a month, the dealers have been fully aware of the needs of manufacturers. A series of guidance systems such as brand positioning, corporate culture, core appeal, terminal language caliber, service standards, etc. are conveyed through training, and these can never be achieved overnight. It takes half a year or even a year to two years of integration-actual combat-summary -Complete to complete. It is the crystallization of collective wisdom and the key to the success of the brand tree. These are not valued or even ignored in the industrial finished product industry.

4. The creation of the dealer's internal and external service system by the manufacturer is the core essence of the chain furniture franchise. Custom home furnishing is essentially a typical chain franchise industry. The chain franchise industry has very high requirements for manufacturers to standardize, standardize and process. It is through a series of actions to complete the control and model creation of the terminal, which ultimately guarantees the "whole store output".

Therefore, the "three-point product, seven-point service" statement in the customized home furnishing industry is not unreasonable. Under the large-scale production system of finished products, new brands can complete initial products using OEM and other methods, but in the custom industry, there is no perfect production and order service, and there is no order to support matching quotation, customer service, after-sales, technology and production support. At the beginning, the faster the store was built, the higher the company's back-end operations support requirements. On the surface, it seemed to develop very fast, but behind the prosperity, there might be hidden reefs.

"Fast and slow theory" belongs to the characteristics of the customization industry, which is also an important reason why many cross-border brands enter the customization industry. Only by grasping this feature can we really achieve the "fast" goal, rather than "slow" in the early stage, and "fast" in the later stage.