Compared with the saturation of the market in first- and second-tier cities and increased competition, as the country will continue to promote new urbanization policies in 2014, third- and fourth-tier cities and markets that are not 'restricted on purchases' will become the focus of competition for cabinet companies. The third- and fourth-tier cities are at a relatively low stage of urbanization development, the market space is extremely broad, the commercial format needs to be cultivated, and the consumption potential is worth tapping. The decisive battle in the third- and fourth-tier markets has become an inevitable choice for the cabinet industry.
Channel sinking brings challenges
The cabinet industry is changing. Nowadays, many cabinet companies are stuck in the bottleneck period of development. Many big brands have begun to sink their channels to third- and fourth-tier cities. This is good for consumers in third- and fourth-tier cities. News, but for the local cabinet companies, it is a huge challenge. In this environment, cabinet companies can only increase their brand building in order to maintain their position.
The cabinet companies in the third and fourth tier cities are facing the development trend of low-end market positioning and small overall enterprise scale. How to break through and develop in a limited environment and 'compete' with the big brand cabinet companies, this is for the third and fourth tier cities For local companies, it is a strategic contest.
Adjust brand development strategy
First of all, third- and fourth-tier cabinet companies must actively adjust their brand development strategies to adapt to the ever-changing market environment. Cultivating brand awareness is the top priority for cabinet companies. Secondly, change the existing business model and improve The level of production technology, improve the level of core technology, inject new management concepts and management models on the original basis, and help enterprises to better harmonize and unify internal and external development. Finally, the formation of inherent brand characteristics is different from other companies. However, local companies in third- and fourth-tier cities also have problems such as insufficient strength and insufficient funds. This requires cabinet companies to focus on their own actual conditions before making further decisions. Change and expand.
Improve the corporate management system
At the same time, the development of a brand is inseparable from a sound corporate system. A successful cabinet company should have its own set of management concepts and management models. From assembly line production to product sales promotion, as well as the work arrangements of employees at various positions, there should be reasonable rules and regulations as constraints. Facing the surging attacks of big brands, local cabinet companies in third- and fourth-tier cities should learn from the management models of big brands, maximize their strengths and avoid weaknesses, and focus on the research and development of cabinet products, win with products, and consolidate their brands while ensuring a sound corporate management system. develop.
Third- and fourth-tier cabinet companies must clearly see where their living space is, identify their own consumer groups, and let their consumer groups see their unique shining points. Determine the development direction based on your own economic strength, resource situation, circulation platform, etc. You must not blindly play cards, let alone change one shot for another. The long-term 'guerrilla warfare' will not be conducive to the long-term development of the enterprise.
