With the development of the economy, people’s income levels have continued to increase, and buyers and sellers in the building materials industry have quietly changed. The concept of home improvement for consumers has also changed, from the initial emphasis on "benefit", "practical" to pay attention to style and overall style coordination and effectiveness. "Overall home" is becoming more and more popular. In the seller, the company's innovative space for products is continuously shrinking, and companies are eager to promote the further development of the company through product extension and consumer "one-stop" consumer demand. In the above context, the concept of "holistic home" is shared by both buyers and sellers.
In recent years, domestic building materials home companies have launched "holistic home." For example, Kohler and Wrigley crossed the boundaries of sanitary wares to ceramic tiles and kitchen cabinets; Europa extended from kitchen cabinets to sanitary ware and wardrobes. Cobb Boloni's “cross-border†range is wider: not only involved in areas such as kitchen cabinets, wardrobes, and doors, but also involved in the design and construction of home renovation services marketing. The elephants, nature, living family? Baroque and other floor companies have also begun to get involved in wooden doors, wallpaper, kitchen cabinets, wardrobes and other fields. The German baby rabbit, which started from handling plates, extends to wooden doors, wardrobes, and wooden floors. Tile manufacturer Marco Polo launched the bathroom products, "test water" overall home.
Although the marketing cross-border movement has a great momentum, so far there have been many testers and few successes. On the contrary, in brand-new fields, most brands have performed very differently from their original ones.
Personally, I believe that the reason why many of the top ten brands of well-known home building materials sheet companies encountered Waterloo during the product line or category extension process is usually due to the following misunderstandings.
Wrong entry time
Some companies have rashly extended to new categories when the “main business†is not stable, “testing water†as a whole. This caused the original limited funds and manpower to be excessively dispersed and even dragged down the existing "main business." The author suggests that companies should think twice before deciding whether or not to implement cross-border categories. First of all, we must review our own strengths, industry status, and development potential. We must first consider the ability to ensure the healthy growth of existing projects. Extend the product line, positioning "the whole home."
Lack of talent
In general, when the home building materials company promotes the “integrated home†strategy, it is alleged that the original personnel of the company are responsible for the new projects, and the management personnel of the new projects are not configured according to the principle of specialization, resulting in many areas such as product development and manufacturing. Far behind the "professional" competitors. In this regard, I think that: when building a home furnishing strategy and extending new product areas, home building materials companies should recruit and deploy specialized talents. The overall strategy should be based on the principle of “nobody doesn't move,†and it should be highly professional and familiar. After the core personnel of the new project, the cross-border extension will be implemented.
Blindly using original channel resources
In terms of channel construction, many home building materials companies have taken advantage of the original distributor resources after they have been involved in the “integrated home†or extended their product lines and categories. Although the original dealer resources “have to be completely effortless,†the manufacturers have neglected to check whether the original dealer’s resources and capabilities are in line with the operating requirements of the new project. Whether dealers have the intention to operate new products or new projects. Regarding "regardless of 2721", dealers took over sales of new products.
In fact, although there are common features in the marketing techniques of various segments of home building materials products, there are still great differences in details, such as the display of products, shopping guides, and the judgment of the product variety. Big difference. If manufacturers ignore these differences, blindly pursue the "take-up" approach, apply the original product operation, it may lead to new product failure in the regional market.
In addition, it is also worth noting that some dealers have shortcomings in terms of manpower, financial resources, and storefronts. These dealers may not have the conditions to operate new product projects at all. To this end, I personally recommend that home building materials manufacturers must implement the principle of "appropriate use, inappropriate choice," and choose to share the original product when implementing a new home extension product. Some dealers also develop and add new qualified dealers.
Misunderstanding of terminal mode
Many home building materials companies incorporate the product into the company's “integrated furniture house†when they extend the product line or implement an overall home strategy, and display the new product items in the original terminal stores. For example, some manufacturers put new bathroom products in their original tile stores to run and display, building a so-called “monolithic ceramic bathroom houseâ€; some manufacturers put new products such as wooden doors or cabinets and wardrobes in the original floor stores. Operation, display, construction of the so-called "integrated wooden furniture hall" (solid wood furniture hall); some manufacturers will be custom kitchen cabinets, wardrobes and custom wooden doors, etc. to form the so-called "custom home furniture museum"; some manufacturers will be a whole kitchen cabinet Combine with sanitary products to form a so-called "whole kitchen and kitchen hall."
The author believes that the above approach is not correct. As consumers' brand category impressions and category associations have been solidified to a certain extent, consumers have been focusing on the original products when entering this type of so-called "holistic home library," and it is easy to overlook new products. Many consumers have already ordered some products of other brands in the home building materials market before entering such an “integrated furniture storeâ€, which has caused new products to be applauded.
The correct approach is to take into account the consumer's impression of the brand's category, the inertia of the category's association, and most of the current home building materials markets have implemented category divisions. Home building materials companies should extend their product lines or implement overall home strategies. Integrate and use existing stores and establish an "Integrated Home Pavilion."
At the same time, building material manufacturers should conduct professional zoning in the home building materials market, supplement the establishment of "specialized stores" of various categories, and build terminal strategies that combine the "integrated household hall" (multi-item composite store) with single-item specialty stores. In short, if the extended new business and existing product projects are distributed in the regional division of the home building materials market, or in the eyes of consumers, the new and old categories are not inseparable products of the same kind, it is necessary to split the product and build another specialty store. .
When the company extends its product line or promotes its “overall home†strategy, it should consider the following four dimensions: whether the timing of entry is appropriate, whether the talent structure is supported, how to balance between the use of existing and new channels, and what kind of terminal mode is adopted.
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