Analyze the development trend of the floor industry in 2013

Trend 1: Realize the strategic layout of “spot-to-face + horizontal integration” The second and third-tier floor brands are generally regional premium floor brands. They are all standing in their own base areas, and in order to realize the dream of national brands, their markets must break through regional restrictions. , to the country. Therefore, in 2013, second- and third-tier floor brands must implement a “strategic, horizontal integration” marketing strategy to complete the strategic layout of the national market, specifically through the following points:

First of all, through the breakthrough of the central market, the expansion of the external market will be realized, and the regional floor brand will finally be deployed in the national market. It can be said that the development of markets outside the province will become the biggest driver of regional floor brand growth in the next few years. Second, it strives to open up market share in neighboring provinces. Finally, in order to meet the huge market demand, regional brands can also begin to implement “horizontal industrial chain integration” (ie, the “strong and strong” development path) in strategy.

Trend 2: What is the brand's soul for establishing a bright brand? How to make consumers see a floor brand will be rushing? This is exactly the key issue that the floor brand needs to consider in 2012. After experiencing the "gold medal battle", "advertising warfare", "packaging warfare", and "promotional warfare", the marketing of floor brands can only occupy the soul of the brand and build the cultural connotation of the brand in order to occupy the commanding height of the brand.

Experts pointed out that there are two key points in cultural marketing in 2013; that is, the core value of floor brands and the spread of core values. 1. The extraction of core values ​​is the excavation of cultural claims. 2. The spread of core values. After the flooring company refines its core value, it will disseminate it through appropriate channels and methods.

Trend 3: Dislocation competition + regional competition For a regional strong brand, never face a direct conflict with the first-line floor brand, it will be time-consuming and labor-consuming, not worth the candle. In 2013, the market expansion of second and third floor brands was the main theme of the entire flooring industry. In 2013, compared with first-tier brands, the competition principle of second- and third-tier regional floor brands should be flank misplaced competition. The leading products adopt the brand dislocation competition principle and cut into the narrow price gap between the first-line brands and non-influenced brands, and will satisfy the interest demands of regional competition.

Trend 4: Continuously consolidate its own base market The second and third floor brands are generally strong regional floor brands, becoming kings and even monopolies in the local market. Judging from the positioning of the brand, regional strong brands have relatively strong local characteristics and obvious geographical advantages. Once out of this place, brands do not occupy the advantages of “timeliness, geography, and people”, and brand promotion will be very difficult. .

Trend 5: Winning with odds, surpassing the traditional distribution strategy. In 2013, the marketing of second- and third-tier floor brands needs to win with odds. Most of its brands do not completely choose traditional dealers in selecting dealers, but choose new distributors with more social resources and political resources. This choice can effectively graft the development of high-end customers and group-buying consumers, and at the same time effectively circumvent the traditional circulation mode of traditional distributors and activate channels and terminals.

Trend 6: Organizational Strictness, Product Branding In general, the second and third line flooring brand systems are composed of many main brands, sub-brands, and sub-brands. The biggest problem is that they are prone to brand conflicts, price conflicts, and consumer confusion. In 2013, the second and third floor brands will be differentiated by organization. The first is the division management system of the business division; the second is to avoid the conflict and competition whose brands are concentrated in the same price range; third is the brand's market segmentation, product segmentation, channel layout segmentation, and price zone. Separated to reduce the conflict and internal consumption of internal brands.

How can the brand value of the second and third floor brand products be reflected? First, the brand core value proposition of the floor brand must be clarified. Under this unified core value proposition, the brand's development direction should be guided. Secondly, it is required that the core strategic brands should play a role of “head wolf” in their own areas and drive other members to work together and grow together. Finally, despite the sub-brand and sub-item operations, the situation of decentralized resources and individual wars was avoided.

The world's tide is strong, and Shun is dying. In 2013, the development of second and third floor brands in the floor has become the above six major trends. We can only rush to the bright future of the flooring industry by stepping on the wave.