From the current situation of the overall market competition in China's furniture industry, it can be seen that the competition in the furniture market has become increasingly mature. The first-tier cities of furniture are no longer the focus of brand furniture competition. The future competition in the furniture market will turn to second- and third-tier cities. As the second and third-tier cities in the furniture industry, the furniture market has not been fully developed, and the market share is mainly occupied by regional brand furniture. Even in some fringe towns, furniture companies have never set foot in, and the brand furniture market utilization rate is zero. Although the second and third-tier markets have low economic levels, relatively small consumption power, and low purchasing power, consumers have huge market capacity and great market potential. At the same time, the industry market operating standards are no bigger than big cities, and the cost of furniture sales is much lower than that of the first-tier market. More important second- and third-tier cities are less affected by the country's macro-control policies and financial crises, and the vested interests are relatively stable. The competition in the second and third tier markets is very complicated, and regional furniture companies are everywhere. Brand furniture wants to enter the market, need to recognize the situation, adjust product sales strategies, and prepare for long-term battles. Furniture companies entering the second and third tier markets need to do a long line preparation. The second and third tier markets have long been occupied by small and medium-sized furniture companies, and the furniture market is operating in chaos. There is no complete industry standard, even the product's size specifications and quality measurement standards are not available, and the quality service of furniture products cannot be guaranteed. What kind of wardrobes do customers need, and what kind of furniture companies do, furniture companies were once mistakenly recognized as cheap custom-made companies, seriously disrupting market competition. Brand furniture must gain market share and ensure the high quality and service of products are the most basic conditions. The product economy and practical second and third-line market is different from the first-line market. The preferred factor for consumers to choose furniture products is price. Due to the limitations of its own economic conditions, the price advantage of the product is magnified here, and the cheaper and more applicable products are more likely to stimulate consumers' desire to purchase. Therefore, as a brand of furniture in the marketing of products, you can choose a relatively low-priced series of products. The brand awareness of consumers in the second and third tier markets is not strong, the recognition of the brand is not enough, there is no absolute brand loyalty, and the furniture brands that may be accepted and recognized by consumers in the first-tier cities are not bought here. It is necessary to strengthen the brand building of products, strengthen the service concept of products, expand the promotion of its own brand advantages, and win more consumers' reputation. As a decision-maker of product sales, localization strategy should conduct more market research, listen to the types of products that consumers really need and can afford, and do not blindly transfer products that are hot in the first-line market. By adapting to local conditions, the products fully reflect the characteristics of their own brand and localization. It is not a one-off job to do a good job in the development of the market. It will not have immediate results, so it is necessary to fully prepare for the battle. As a decision-maker of the enterprise, it is necessary to formulate long-term development plans and milestones, step by step, and develop new markets while consolidating the existing market share and increasing the utilization rate of the occupied market. In short, Xiao Bian believes that brand furniture should enter the second and third tier markets, and it is necessary to combine the characteristics of its own brand to enhance the regional characteristics of the products. Can not mechanically copy the first-line market sales model, can not be driven by the high brand superiority, strengthen the relationship with the local market, and avoid product strategy and market conditions.
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