Outdoor furniture is still in its infancy, brand strategy should not be fully flowered

Industry experts believe that when opportunities and challenges coexist, it is the best time to build a brand. To create a brand, you must focus on the brand strategy. However, there are many misunderstandings in the brand strategy of outdoor furniture companies in China. Although the domestic outdoor furniture industry is still in the early stages of development, its development potential is obvious to all. Some industry experts believe that when opportunities and challenges coexist, it is the best time to build a brand. To create a brand, you must focus on the brand strategy. However, there are many misunderstandings in the brand strategy of outdoor furniture companies in China. Nowadays, in the outdoor furniture industry, there is a large number of so-called multi-brand strategies of “a dad and a few sons”. These multi-brand strategies do not understand that “different markets and different brands are the core of multi-brand strategy”; they do not understand the multi-brand strategy of “only allowing a single brand to become an industry leader before allowing the launch of a second brand”. The essence. It is not wrong to be passionate about diversification and diversification. The mistake is to ignore the unrelated extension of brand growth and positioning. There are two main reasons why many outdoor furniture companies like to diversify. First, the lack of anti-risk ability. On the surface, diversification can make outdoor furniture companies increase the possibility of survival. This is related to "Don't put eggs in the same basket." The same is true; second, lack of core competitiveness. Chinese entrepreneurs are accustomed to making quick money and have a strong speculative mentality. It is easy to turn their attention to other industries with high growth. This has caused Chinese companies to be keen on diversification and extension. Many companies are trapped in diversified pitfalls. For example, Haier in the home appliance industry, Haier has entered the home integration, pharmaceutical industry and catering since 2001 due to the lower profit margin of white goods. , PC, mobile, logistics, finance, tourism and real estate industries, but did not achieve true success. Blindly advocating multi-brand strategy Chinese companies learn multi-brand strategies of multinational companies such as Procter & Gamble. Many of them only learn the surface, but do not deeply analyze the essence of multi-brand strategy operation of multinational companies. The reason why P&G succeeded was because P&G launched a new brand based on the consumer's mental cognition vacancy. It launched a new brand after the brand became the brand representative and gained industry leadership. Moreover, there are obvious differences between different brands for different consumers. In fact, the correct operation of multi-brands should be “prenatal and postnatal care” rather than super-professional guerrillas. The creation of a successful brand can offset the benefits of dozens of ordinary brands. Excessive obsession with price wars As an effective weapon for companies to quickly attack their opponents, rapidly increase market sales and seize the market, it has been favored by many companies.

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