As the latest second and third tier cities in the cabinet industry, the cabinet market has not been fully developed, and the market share is mainly occupied by regional brand cabinets. Even in some marginal towns, cabinet enterprises have never stepped in, and the market utilization of branded cabinets is zero. Although the secondary and tertiary markets have a relatively low economic level, relatively small consumption capacity, and low purchasing power for consumers, they have huge market capacity and great market potential. At the same time, the operating standards of the industry market are not comparable to large cities, and the cost of cabinet sales is much lower than that of the first-tier market. More importantly, second- and third-tier cities are less affected by national macro-control policies and financial crises, and their vested interests are relatively stable.
The competition for cabinets in the second and third-tier markets is very complex, and there are a lot of regional cabinet enterprises, each doing its own thing. Brand cabinets want to enter the market, need to recognize the situation, adjust product sales strategies, and make preparations for a long-term battle.
Product advantages
The second and third-tier markets have been occupied by small and medium-sized cabinet enterprises for a long time, and the operation of the cabinet market is chaotic. There is no complete industry standard, not even the product size specifications and quality measurement standards, and the quality service of cabinet products cannot be guaranteed. Whatever cabinet customers need, the enterprise will do what they want. The cabinet enterprises were once mistaken for cheap custom-made companies, which seriously disrupted market competition. It is the most basic condition for brand cabinets to obtain market share and ensure the high quality of products and service.
Price Strategy
Second-tier and third-tier markets are different from first-tier markets. Consumers' first choice for cabinet products is price. Due to the limitations of its own economic conditions, the price advantage of the product is amplified here. The cheaper and applicable products are more likely to stimulate consumers' desire to buy. Therefore, when marketing products as a brand cabinet, you can choose a series of products with relatively low prices.
brand strategy
Consumers in the second-tier and third-tier markets do not have strong brand awareness, have insufficient brand recognition, and have no absolute brand loyalty. The cabinet brands that may be accepted and recognized by consumers in first-tier cities are not bought here. It is necessary to strengthen the branding of products, strengthen the service concept of products, expand the publicity of their own brand advantages, and win the reputation of more consumers.
"According to local conditions"
As the decision maker of product sales, we should conduct more market research, listen more to the types of products that consumers really need and can afford, and don't blindly transfer over-selling products from the first-line market. Adopt local conditions, products fully reflect their own brand and localized characteristics.
Long-term front
Market development is not a one-time job, and there will be no immediate results, so we must be fully prepared for battles in positions. As an enterprise's decision-maker, it is necessary to formulate long-term development plans and staged goals, step by step, and develop new markets while consolidating existing market shares and increasing the utilization rate of existing markets.
In short, brand cabinets should enter the second- and third-tier markets, combining the characteristics of their own brands, and strengthening the regional characteristics of products. It is not possible to copy the sales model of the first-line market mechanically, and to drive the market with a high sense of brand superiority. It is necessary to strengthen the association with the local market, and avoid the separation of product strategy and market conditions.
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