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[Deep] system or the development of Shanghai brand after the ideological furniture exhibition
Located in Shanghai, one of the Yangtze River Delta, it was once the birthplace of China's famous trademark. Guanshengyuan, Peermont, Perpetual, Feiyue, Shuanglu, Shangling... and so on, have created a dream of countless people. However, in recent years, we have rarely seen the movements of Shanghai companies in the market and heard the voice of the Shanghai brand. From September 9th to 12th, 2009, the 15th China International Furniture Fair was held at the Pudong New International Expo Center. As a furniture exhibition focusing on overseas markets, the exhibition attracted the participation of furniture companies from all over the country. But at this exhibition, we also saw some shortcomings of the Shanghai Furniture Legion. The status quo: the old model of enterprise transformation and the new concept are difficult to integrate. In the 1980s, nearly 80% of the national registered trademarks were Shanghai brands. In recent years, the number of trademark registrations in Shanghai has been less than 10,000 per year. Guangdong, Zhejiang and other provinces and cities are behind. What made the Shanghai brand's glory in the last century not continue to this day? At the furniture exhibition, the words of Yong Yong, the general manager of Shanghai Chensen Wood Co., Ltd., seem to explain the reason: due to the restructuring, the former state-owned enterprises went bankrupt due to institutional reasons. After that we re-registered the new brand, so many people in the market don't know much about us. Indeed, many old Shanghai furniture brands have belonged to state-owned units in the past. In the market environment where the level of industrialization in the country was still not high at the time, it was difficult to carry out large-scale production without relying on certain support, so it is difficult for general enterprises to grow bigger. And some Shanghai furniture companies are just because of this advantage, so it is relatively easy to become stronger and bigger. However, when the planned economy turned to the market economy in an all-round way, some Shanghai furniture enterprises that were used to the state-run life failed to adjust their strategies in time. Status 2: The lack of strategic awareness leads to the lack of furniture brands. Of course, some furniture companies have begun to promote their own brands after separation and restructuring. However, because of the transformation of Shanghai's industrial structure, the strategic awareness of the brand is not strong, or the positioning is not clear enough. Therefore, these newly launched brands have not formed a strong brand effect. For example, Chensen Wood registered Ou Laite in 2005 and began to promote its own brand. However, according to the person in charge of the company, many people in the market still don’t know much about their brand, many of their own. The customer also did not call them Olested, but called the Oriental Factory. It can be seen that Shanghai furniture enterprises have not gone smoothly in the battle of state-owned enterprises. Of course, in the middle of this, we have indeed seen the efforts of Shanghai enterprises. For example, in the product development, they changed from the pure Chinese style to a new style with modern furniture decoration style combined with classical elements, or with European furniture styles but with Chinese floral patterns for carving. However, in the era of such a major brand war, the old Shanghai furniture enterprises have to change their original business models, and it is not a matter of time to build a brand that adapts to the current market from scratch. How long will it take for enterprises to go through this? The integration period between the old model and the new concept is still difficult to determine. The status quo three: lack of courage to want to be big and not willing to go out. In the interview with Wang Lu, general manager of Shanghai Yajie cabinet, I asked Mr. Wang's opinion on how to make Shanghai enterprises bigger and stronger. At that time, Wang Lu’s answer was somewhat helpless. “In fact, the Shanghai market is different from other first-tier cities. Especially in Shanghai’s cabinet brands, he may only want to do well in Shanghai. Because he originated in Shanghai, he does not value other cities. On the other hand, the investment cost in Shanghai is very high. The bigger the city, the bigger the market, the harder it is to do because everyone feels good business, so there is brand, no brand, and strength. No, the strength is robbing this market share, including home improvement companies. "Obviously, in Wang Lu's view, the relatively large input costs are the main reason why Shanghai enterprises can not break through the traditional conservative concept and dare not have too much. This aspect shows that Shanghai enterprises are more geographically intelligent and more vigilant, but on the other hand, we also see that Shanghai enterprises lack the courage to break out and the courage to break the boat. This situation was also copied to the Shanghai furniture company. At this year's Furniture Fair, when the reporter talked with the person in charge of Tonghuiqun Furniture Co., Ltd., it was learned that due to product reasons, the brand is currently mainly positioned as a domestic consumer group. However, the company did not participate in the Guangzhou and Shenzhen furniture exhibitions that were mainly aimed at the domestic market. When asked why the product is for domestic sales, but does not participate in the domestic sales exhibition and participate in the export-oriented exhibition, the person in charge of the enterprise replied that the Shanghai exhibition is close at home. There may be other reasons for the company not to choose the furniture exhibition in Guangdong, but we still feel sorry for such an answer. Lack of courage, want to be big and not willing to go out, I wonder if these fatal flaws that hinder the development of enterprises can be completely stripped? The status quo: the main competitiveness of the export route is still the price war. In addition, compared with the above mentioned furniture companies that only do the domestic market, the preference for overseas markets is also a major feature of some Shanghai furniture companies. At this year's Furniture Fair, the head of Shanghai Comer Furniture stated that the company's initial positioning was the high-end Italian minimalist style. Therefore, it is not to compete with domestic companies, but to compete with foreign manufacturers. But when it comes to the biggest advantage in competition with foreign companies, in the final analysis, it is still playing a price war. In this regard, Fang Dian, chairman of Yundian, said that China's export industry is a cheap labor force, so they would rather give up this market than to lower their prices overseas. Although Chairman Fang’s remarks are somewhat extreme, they have more or less explained some of the problems that domestic furniture companies are currently engaged in in foreign trade. Fortunately, the global financial crisis at the end of last year has caused many furniture companies that have suffered from foreign trade to start thinking about finding a path for domestic development. The financial crisis has indeed opened the door to domestic sales for these export enterprises. Then, whether these enterprises can develop steadily, It is still waiting to be seen if you really walk on two legs.