The homogenization of products is serious, and the design lacks innovation-this is the development dilemma that our furniture companies are currently facing in their survival and development. How to highlight the encirclement has become the chasm of transformation, speed-up and leap-forward development of various enterprises. In what ways can we get rid of the homogenized competition, get rid of the "homogenized" quagmire, and quickly lead the development of our peers? This is exactly the purpose and significance of this article.

With the rapid development of China's overall economy, the number of employees in various industries has greatly increased, the number of enterprises has risen sharply, technology has been continuously improved, equipment has been rapidly updated, and services and quality have been rapidly improved. The furniture industry has also ushered in a new round of rapid development. However, the competition in the domestic furniture market has completely entered a fierce super-competitive state. After an active economy has promoted the overall development of society, what follows is a bottleneck in the development of fierce competition-product homogeneity. In fact, not only the furniture industry, but all other industries have a common trend: the phenomenon of homogenization is becoming more and more obvious, and the degree of product differentiation and the time of differentiation are becoming more and more limited. The styles, styles and colors of the products produced and sold by different furniture companies are exactly the same. Some companies even have the image packaging as twins; in the past, companies developed a new product or new technology, and their new products can operate in the market or even flourish for several years. Now, once a company's new products are selling well in the market, in a few short months, there will be a large number of follow-up competitors swarming, followed by a round of price wars. The era of "cottage furniture" is getting worse.

What exactly caused this embarrassing situation? The author believes that the main reasons are as follows:

Increasing comprehensive costs, increasing risks

With the rising costs of raw materials, production and sales and other links, the overall comprehensive cost continues to rise, and the market threshold is getting higher and higher, the breakeven point and key value of the regional market where the company operates are getting higher and higher, and the risks are getting bigger. As a result, the company's risk awareness continues to increase. Because the company needs to invest a lot of money in the early stage of developing a new series of products, and the entire cycle from research and development to the market is relatively long, and the new product may not be successful after it is listed, there are also certain risks In fact, small and medium-sized furniture companies dare not have the capital to take this risk. They would rather follow up and imitate the hot-selling new products of large enterprises (see Figure 1). Homogenization phenomenon.

The entry threshold of the furniture industry is too low, the market situation is cloudy

Another main reason is that the entry threshold for the furniture industry is too low: in terms of entrepreneurial funds, some only need a few hundred thousand yuan to open a furniture factory. If the funds for starting a business and building a factory can reach millions, you can basically get the qualification of listing and processing for some big factories. At the same time, from a technical point of view, enterprises have lower technical requirements for employees. Products such as sofas, swivel chairs, glass coffee tables, etc., small enterprises only need a few people to process and produce products in tens of square meters. In addition, the industry has not yet formed a standard to measure whether the enterprise can enter the threshold of the industry in terms of capital, scale, quality, facilities and so on. Therefore, the low entry barrier has become an important factor in the homogenization of the industry. In the past few years, the domestic furniture industry was in a period of rapid development and prosperity. Under the spur of market demand and soaring prices, large and small furniture companies have sprung up, but Many small enterprises just released do not have the functions of independent development, design, marketing, service, reputation and other links at all, but rely on blindly copying the follow-up, in order to scrape a slice of the soup, which leads to the entire furniture industry. Homogenization is intensifying.

"Butterfly Change"-seeking differentiation to break through the homogenization situation

In the era of homogenization, China's furniture industry has not only homogenized its products, but even entered into the era of homogeneous competition in terms of technical equipment, marketing management, and service strategies. When there is homogeneous competition between products and markets, competition between enterprises often evolves into a "price war." The result of a price war is very brutal, and it can even lead to a reshuffle of the entire industry. However, how can our furniture companies "butterfly" from "homogeneous" silt? This is a major issue that affects the future and destiny of the industry. It is worth working together and thinking about each of our practitioners. Need to find a breakthrough path-you can get out of the homogenization dilemma by seeking differentiation.

In today's highly homogenized products, marketing, channels, markets, etc., if you do not find a breakthrough in differentiation in the shadow of homogenization, eliminate the homogenization of various channels and formulate a "differentiation" strategic policy, so as to embark on The road of differentiated brand building, otherwise our company is very likely to be washed out in the wave of industry reshuffle. Only by improving product quality and service, winning the best, and taking their own high-end brand line, can furniture companies break out of the homogenization situation.

In the early stage of design and development, companies need to continuously improve their brand influence, enhance the originality of their products, strengthen the sense of value of products and extend the life cycle of products. This requires companies to increase their investment in design and research and development. Set up its own professional design team, or adopt the mode of cooperation with academic research institutions and professional design institutions in order to avoid the homogeneity of product design and form a new and differentiated product route for the enterprise, such as the southern representative company Shenzhen Bosen The LD series of products jointly created by Furniture and Tuopu Furniture Design Company in 2008 has been very popular since the launch of new products and has become a model for many small and medium-sized enterprises to follow (Figure 2). At the same time, companies and designers can also develop R & D thinking. Many designers who are engaged in design work on the front line of the company should have a deep understanding. The traditional single linear design thinking can no longer meet the needs of product innovation in the new market environment, and needs to break the traditional thinking. With the limitation of the system space, expand the design scope, grasp the design value from the strategic level, establish the design thinking method of service innovation, so as to form a systematic cognition on the consciousness and method of service value and service demand, and build a new system Method system-service innovation design, that is, R & D design should not only focus on products, but also users, and truly do design innovation from the perspective of service, break the tradition, and stand out.

In the production and processing stage, enterprises can improve product quality by introducing professional technical personnel, updating processing equipment, improving raw material quality, and strengthening product testing, in order to form a high-quality image in the market and consumers, leaving a good reputation , Lay a solid foundation for the survival and development of the enterprise, and also provide a reliable guarantee for later sales services. In addition, it can also help dealers take the brand route in the marketing link by strengthening store design, sales management, talent training, and promotion.

However, differentiation is fundamentally the core competitiveness of an enterprise, that is, what kind of products an enterprise is best at making. In fact, differentiation is not the same as original ability. The most important thing in the manufacturing industry is to make products well refined. Therefore, the positioning of furniture companies on the road of differentiation must be accurate, and they must not lose ground. For example, the products produced by an enterprise are easy to sell, but it is not necessarily easy to sell a product produced by an enterprise with the same quality, the same quantity and the same paragraph, or it is also popular in placing this product in another mall, which shows that maybe others are Differentiated strategies such as business philosophy, corporate culture, credibility, and service functions on the differentiated route are all highly skilled.

As we all know, there must be many commonalities in the same industry, whether it is product design, marketing methods, operating procedures, etc. There will be homogenization, but in today's highly homogenized, especially today, the furniture industry is facing severe tests and challenges Every company should establish its own core culture, core products, and core connotation, others can only imitate the form of products and methods, and its inherent quality and deep cultural heritage cannot be imitated at all, these are furniture companies Seek differentiation and get rid of the core competitiveness of homogenization where a real "butterfly change" occurs.

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