How can traditional furniture enterprises achieve strategic transformation in industrial integration

Industry insiders judge that in the next short 5 years, long 8 years, will usher in a magnificent process of industrial concentration, half of the enterprises will face the end of being eliminated or integrated, in order to win in the tide of industrial integration, the key is to complete the strategic transformation and break through the bottleneck of organizational ability and leadership.

Prospective Industry Research Institute The industrial planner pointed out that the main strategic upgrading direction of furniture enterprises in the future is "whole house customization" and "differentiation", and the whole house customization strategy is based on consumers' pursuit of lifestyle, to customize and integrate the whole house, and provide a one-stop overall solution with consistent style from design, hard decoration, home furnishing to soft decoration, which will change the traditional consumer behavior habits and profoundly affect the industrial pattern. At present, there is no shortage of well-known brands in furniture companies, but most of them are well-known and non-reputable sales brands that are smashed out through oppressive advertising.

In addition to external integration and internal cultivation of corresponding strategic professional capabilities (such as design capabilities based on lifestyle, integration of decoration and home furnishing, large-scale customization of furniture, and O2O integrated sales capabilities), it is more critical to break through the bottleneck of organizational capacity building. Traditional furniture enterprises generally have problems such as poor strategic execution, low degree of organizational standardization, high cost of cross-departmental coordination, disconnection of research, production and marketing, lagging information construction, lack of rationality in more than emotional organizational relations (family, friendship, nostalgia), complex interpersonal relationships, prevailing unspoken rules, lack of talents, and slow growth of employees. If it is not solved in time, it will not only make strategic transformation hopeless, but also directly lead to enterprise crisis.