The furniture industry is exporting to domestic sales.

In recent years, with the obstruction of export sales, a wave of transformation and domestic sales has arisen in the Chinese furniture industry. “The channel is the best in the world”. What is the effective channel model for furniture companies that are moving from the export market to the domestic market? Factory direct? Merchants agent? Or is it another mode? As far as the current market situation is concerned, there is no completely successful experience to refer to and learn from. The furniture enterprises that are brave in transformation must build domestic sales channels according to their own situations and find the marketing methods that are most suitable for their own development. Factory direct operation: Some people applaud, some people negate the direct store, also known as the direct chain, is a chain store directly operated by the head office. The company headquarters directly invests and manages various storefronts, and the storefront must also fully obey the headquarters. Such an organizational form has the advantages of unified capital, centralized management, and decentralized sales, but it also has drawbacks. Yu, the head of a well-known furniture company, said that it is necessary for companies that export from domestic to domestic stores to open direct sales stores. Export-oriented enterprises have long relied on foreign markets to survive, and they do not understand the domestic market. When they first arrived, they would be wrong to develop domestic distributors in a big way. The company has set up a direct sales store, and after the site selection, negotiation with the store, decoration, distribution of products, layout of stores, recruitment of shopping guides, training personnel, logistics cooperation, after-sales service and other complex processes, not only can we initially understand domestic furniture. The market can also grasp the operation process of operating the domestic market, which is absolutely helpful for the development of dealers in the future. The biggest purpose of the dealer is to make money. If the company provides good products, if it can provide store guidance, it will increase the dealer's confidence in the company. Another person in charge of the new domestic market has made the opposite opinion. He said: "The opening of direct-operated stores has very high requirements for manufacturers. Not only must they have sufficient liquidity, but also a sound management system and a mature marketing team. A company that has just begun to explore the domestic market is not yet available. Such conditions: First of all, the domestic furniture market is still not enough to understand, can not fully work according to their own wishes; Secondly, unfamiliar with the customs, living habits, etc. in various parts of the country, can not effectively develop a suitable marketing plan. Under the circumstances, if enterprises blindly set up direct sales stores, they will bear no small risks.” Merchants: It is difficult to cultivate loyalty For the export-oriented furniture enterprises that transform domestic sales, the choice of investment agency model has its theoretical rationality: In line with the principle of light assets, that is, borrowing chicken eggs, with a small amount of resources (brand resources, product resources), set off other people's resources (funds, venues, manpower, etc.) for my use. For example, Yihua Wood has adopted this model when entering the domestic market. Yihua Wood has four national brands: “China Famous Brand”, “China Exemption Product”, “China Famous Brand Product” and “China Export Famous Brand Product”. It is also recognized as a leading company and listed company in the industry. With the advantage of the brand, Yihua has no effort in recruiting agents. But for most of the transitional companies, they are good at production, and they lack brands and resources. Therefore, it is often difficult to attract investment. Even if you hire an agent, you must provide very favorable conditions for it, and sometimes even meet some unreasonable requirements of the agent. In addition, due to the weak brand effect of the transformation enterprises, the loyalty of the agents is difficult to cultivate. Once the market situation is not good and the product sales are not smooth, the dealers may “run the road”. This has precedents to follow. Therefore, when developing enterprises, in addition to brand building, the transformation enterprises must also do a unified planning for the agents, do a good job in standard construction, do a good job in service, and do a good job of tying with the interests of the franchisees. The third road: people who are brave in innovation in joint-stock management can often find new ways to jump out of the rules and subvert history. With the rise of the channel revolution in the pan-home industry, some forward-looking furniture companies have begun to innovate marketing methods. Therefore, a joint-stock business model in which enterprises and distributors share risks and share benefits is born. The main feature of this business model is that enterprises and distributors form strategic partnerships. The two parties occupy different proportions of shares according to their obligations and enjoyment rights, thus balancing the risks and interests of enterprises and distributors. In the process of export-oriented domestic enterprises to transform domestic sales, there is still no fully successful experience to learn from. When enterprises choose domestic sales channels, they should not stick to a certain mode, and they should not copy other people's experiences, and must strengthen learning and digestion. Develop your strengths and avoid weaknesses, and find a channel model that suits you. Only by exerting the spirit of courage and forward-thinking, export-oriented enterprises can embark on a path suitable for their own development in the thorns of the domestic market.

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