When the furniture market is good, there are also dealers with poor business. When there is a light business, there are also good dealers. No matter when the business is good or bad, such as bicycles, it was also a sunrise industry in the 1980s, but there are still bicycle factories with losses. Today, bicycles are the sunset industry, but there are still profitable enterprises. The home industry is in the Chaoyang industry, just fluctuating, a bit like stocks. How can you not die in this situation? The dealers should understand how to adjust with the fluctuation of the market.
The market is cold and the first to survive
In the past two years, distributors of low-end, plate and upholstered furniture have reduced their average profit by no less than 15%. From 5% to 30%; while the two years of European furniture and solid wood furniture are particularly good, modern solid wood is now It is slowly getting more. The market competition has also begun to grow, and the market has begun to develop towards high-end customization, but it has a lot of pressure on production, which is not something that ordinary factories can make.
The market is cold, and it is an opportunity for dealers like the big brand of Flanders . Taking advantage of the market to be cool and taking the position is a good time for big brand expansion. Big fish eat small fish, big dealers eat small dealers is an inevitable trend, the stronger the stronger, the weaker the weaker, this is the constant competition law. Small dealers need to be sensitive to the market, and boiling frogs in warm water will only lead themselves to the end. It must be adjusted according to market changes. The first is to adjust the product, and the market must not change. Small dealers should not chase big brands, hypermarkets and good locations, and can pursue small and beautiful shopping malls and locations. In addition, the imitation can not be too fast, the first to eat crabs is usually poisoned, but you can do a second third.
When a good "buyer"
Dealers have a misunderstanding, not as a good "buyer", but desperately to study as a good "seller." The biggest problem for small and medium-sized dealers is survival. The key is whether they can purchase some products that are in line with local consumers, local regions and markets, and shopping malls that are scarce, or some personalized products. For example, materials, crafts, design features, and services can be customized. The product is well controlled, even if the market is light, don't worry. Dealers need to know how to choose a manufacturer, first choose the right goods, and then study how to sell. Many industries have specialized “buyers†who are responsible for purchasing products, such as the apparel industry. Large clothing brands like H&M and ZARA invite some market-sensitive buyers every year to purchase potential designers from around the world. The samples that come out, the information of these buyers is particularly well-informed. As a small and medium-sized dealer, you can often go to the brother market and the city that is connected to the characteristics of the city. Dealers in the first line of the bubble are very sensitive every day, often collecting intelligence for these small dealers. In addition, the dealers who are good at dealing with the top three dealers in the same brand are more likely to learn, such as knowing the sales of the same products in the same city in the same region, and adjusting the strategy in time.
Promote strengths and avoid weaknesses, avoid blind follow-up promotions, online group purchases, etc. are more suitable for large dealers, meaning little to small and medium-sized dealers. Promoting promotions is a means for large distributors to improve their competitiveness through the integration of resources. However, the author must emphasize that the core competitiveness of furniture companies is not only determined within the enterprise, but also determined by customer resources. Therefore, companies need to change their understanding of the market and customers, from an internal perspective to a customer perspective, to recognize the importance of end customers, and to understand the important role that customers play in helping furniture manufacturers build core competitiveness.
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