Customized industry experts have summed up a very classic “quick and slow” theory. Marketers who have not settled in this industry may not understand it. They are called “fast is slow, slow is fast”. What kind of reasoning does this mean? Do not understand it. How do you understand it?

Let's look at two cases first:

When a certain domestic cupboard brand was just listed, it adopted a unique marketing strategy, positioned the brand in a subdivided position, put forward the concept of “smart kitchen” and quickly expanded at the terminal at an average annual rate of 100, two years later. There are nearly 300 franchised stores in the country and they are hailed as the “dark horses” in the industry. However, they don’t last long. The rapidly expanding brand marketing potential has no benign support from the back office of the factory, delay in delivery, decline in quality, errant responsibility, product failure, etc. A series of problems were quickly exposed. Dealers complained and turned to lose their confidence. They eventually lost confidence, changed their brands, or pursued another industry.

Another emerging brand, after entering the cabinet market, was unusually low-key. It took an entire half a year to conduct market research, understand the characteristics of the industry, and the status of market segmentation. Then it took another full year to prepare factories and teams, of which half a year After one and a half years passed in the development of the R&D products and exhibition halls, I thought that I should enter the market with great fanfare, and the brand’s top management spent another 3 months renovating a 500-square-meter first-class kitchen experience hall to grasp the store sales. , Continuously sum up the problems on the factory side, refining its own marketing model. After a year of hard work, the sales have grown steadily and the monthly sales and profits have been achieved. Then they marched into the domestic market with great fanfare and replicated the exhibition halls and sales model. However, they had achieved an exceptionally hot sales performance. They built a store and built a successful store. They quickly set off an upsurge at home and the brand has grown geometrically. The brand took a total of 3 years from the time it was established until it entered the domestic market. This 3 years was the internal training basic management, the order and service background, the external marketing model, the whole store output profit model and finally achieved a rapid expansion.

Today's Chinese custom home furnishing market is already a smoke swell, and has attracted the attention of many cross-border crocodile, and has invested heavily in custom industries. There are many domestic first-class brands in these big crocodile, but unfortunately the successful cross-border There are only a handful of brands.

Cross-border to enter the custom home brand strength, often according to the previous successful experience to face today's customized market, that generous investment in the regional market, rapid construction of large stores, build more stores, you can quickly break through the regional market.

"This idea is right, we used to use this routine often, and tried it out!" The general manager of a cross-border brand is like a winner in the custom home market. Build large stores, and quickly open more stores, expand influence, and establish the influence of regional markets. With the Belt and III, this model is very powerful for promotion. This is typical of Mao Zedong’s “power of example” and “the spark of the stars”. Kasahara" theory, but in the custom home industry is a big mistake!

This is a typical marketing “short sightedness”. The great success in his industry makes decision makers confident in self-branding, and believes that their success is “all-in-one” and can be replicated successfully.

The custom industry is not sympathetic. Midea Group's entry into the cabinet industry "three in three out" has now become a "chicken rib"; Haier Group launched the cabinet project more than 10 years ago and absolutely did not think that today will fall into the position of being merged by Japanese companies; famous craftsman Xuan Furniture, Flinginger Flooring, Aucma Electric and other cross-border brands are no longer there.

Behind the rapid expansion must be a strong system to support, custom home marketing is a very complex "system marketing" "engineering", this systematic manifestation in:

1. A strong production system provides first-class products and services; the custom home industry has a saying that “production is decisive for sales”. Without a well-established internal production and supply system, it will directly lead to slower terminal loading and slower orders, resulting in a production cycle. Long, custom products do the wrong goods, can't ship, delays are not uncommon, and will directly lead to dissatisfaction with the terminal, and customers will complain greatly.

2. Product performance is expressed in the terminal in the form of an exhibition hall. It is the most direct perception of consumers. The display system is the shape of the brand, and the product performance is the soul. The exhibition hall is a preliminary understanding of the brand by consumers and is the most complete display of brand positioning and style.

3, terminal training system is the source of brand development. As a specialized, customized home industry with a relatively high degree of refinement, manufacturers realized the importance of the training system as early as possible. Through the close-up basic training that lasted for nearly a month, the dealers were fully aware that the manufacturers needed Through training, a series of guidance systems such as brand positioning, corporate culture, core demands, terminal language caliber, service standards, etc., can be conveyed. These can never be accomplished overnight. It takes half a year or even a year or two to run through. --Summary ---- Complete to complete. It is the crystallization of collective wisdom that is the key to the evergreening of the brand tree, and these are not valued or even ignored in the industrial finished goods industry.

4, manufacturers of dealers inside and outside the service system to build, is the core nature of franchising, custom home is essentially a typical franchise industry, franchise industry, manufacturers of standardized, standardized, process requirements are very high, the manufacturers are Through a series of actions to complete the control of the terminal and model building, which ultimately ensure the "full shop output."

Therefore, it is not unreasonable to customize the home industry's “three-point product and seven-point service”. The newcomer brand can complete the initial product using OEM and other methods under the finished product scale production system. However, in the custom industry, there is no perfect production and order service, and no orders support matching quotation, customer service, after-sale, technology and production support. The quicker the initial establishment of a store, the higher the company’s back-office support requirements. On the surface, it seems that the development is very fast. Behind the bustling, hidden reefs may be hidden.

The “slow and fast” theory belongs to the characteristics of the custom industry. This is also an important reason why many cross-border brands are not comfortable with the custom industry. Only by grasping this characteristic, can we really achieve the "fast" in the goal, rather we can "early" in the earlier period and "fast" in the later period. Behind the rapid expansion of cupboard marketing Yang Feng must be a strong system to support, custom home marketing is a very complex "system marketing" "engineering", this systematic performance in:

1. A strong production system provides first-class products and services; the custom home industry has a saying that “production is decisive for sales”. Without a well-established internal production and supply system, it will directly lead to slower terminal loading and slower orders, resulting in a production cycle. Long, custom products do the wrong goods, can't send goods, delay singles, and are not uncommon, all will directly lead to dissatisfaction with the terminal, and the customer will complain greatly.

2. Product performance is expressed in the terminal in the form of an exhibition hall. It is the most direct perception of consumers. The display system is the shape of the brand, and the product performance is the soul. The exhibition hall is a preliminary understanding of the brand by consumers and is the most complete display of brand positioning and style.

3, terminal training system is the source of brand development. As a specialized, customized home industry with a relatively high degree of refinement, manufacturers realized the importance of the training system as early as possible. Through the close-up basic training that lasted for nearly a month, the dealers were fully aware that the manufacturers needed Through training, a series of guidance systems such as brand positioning, corporate culture, core demands, terminal language caliber, service standards, etc., can be conveyed. These can never be accomplished overnight. It takes half a year or even a year or two to run through. --Summary ---- Complete to complete. It is the crystallization of collective wisdom that is the key to the evergreening of the brand tree. These are not valued or even ignored in the industrial product industry.

4, manufacturers of dealers inside and outside the service system to build, is the core nature of franchising, custom home is essentially a typical franchise industry, franchise industry, manufacturers of standardized, standardized, process requirements are very high, the manufacturers are Through a series of actions to complete the control of the terminal and model building, which ultimately ensure the "full shop output."

Therefore, it is not unreasonable to customize the home industry's “three-point product and seven-point service”. The newcomer brand can complete the initial product using OEM and other methods under the finished product scale production system. However, in the custom industry, there is no perfect production and order service, and no orders support matching quotation, customer service, after-sale, technology and production support. The quicker the initial establishment of a store, the higher the company’s back-office support requirements. On the surface, it seems that the development is very fast. Behind the bustling, hidden reefs may be hidden.

The “slow and fast” theory belongs to the characteristics of the custom industry. This is also an important reason why many cross-border brands are not comfortable with the custom industry. Only by grasping this characteristic, can we really achieve the "fast" in the goal, rather we can "early" in the earlier period and "fast" in the later period. Cupboard marketing practice Yang Feng custom industry experts have summed up a very classic "quick and slow" theory, there is no marketer in this industry may not be able to understand the precipitate, called "fast is slow, slow is fast." What kind of reasoning is this? Do not understand. How do we understand that we first look at two cases:

When a certain domestic cupboard brand was just listed, it adopted a unique marketing strategy, positioned the brand in a subdivided position, put forward the concept of “smart kitchen” and quickly expanded at the terminal at an average annual rate of 100, two years later. There are nearly 300 franchised stores in the country and they are hailed as the “dark horses” in the industry. However, they don’t last long. The rapidly expanding brand marketing potential has no benign support from the back office of the factory, delay in delivery, decline in quality, errant responsibility, product failure, etc. A series of problems were quickly exposed. Dealers complained and turned to lose their confidence. They eventually lost confidence, changed their brands, or pursued another industry.

Another emerging brand, after entering the cabinet market, was unusually low-key. It took an entire half a year to conduct market research, understand the characteristics of the industry, and the status of market segmentation. Then it took another full year to prepare factories and teams, of which half a year After one and a half years passed in the development of the R&D products and exhibition halls, I thought that I should enter the market with great fanfare, and the brand’s top management spent another 3 months renovating a 500-square-meter first-class kitchen experience hall to grasp the store sales. , Continuously sum up the problems on the factory side, refining its own marketing model. After a year of hard work, the sales have grown steadily and the monthly sales and profits have been achieved. Then they marched into the domestic market with great fanfare and replicated the exhibition halls and sales model. However, they had achieved an extremely hot sales performance. It was almost a shop built on a successful store, and it quickly set off an upsurge in the domestic market. The brand was growing geometrically. The brand took a total of 3 years from the time it was established until it entered the domestic market. This 3 years was the internal training basic management, the order and service background, the external marketing model, the whole store output profit model and finally achieved a rapid expansion.

Today's Chinese custom home furnishing market is already a smoke swell, and has attracted the attention of many cross-border crocodile, and has invested heavily in custom industries. There are many domestic first-class brands in these big crocodile, but unfortunately the successful cross-border There are only a handful of brands.

Cross-border to enter the custom home brand strength, often according to the previous successful experience to face today's customized market, that generous investment in the regional market, rapid construction of large stores, build more stores, you can quickly break through the regional market.

"This idea is right, we used to use this routine often, and tried it out!" The general manager of a cross-border brand is like a winner in the custom home market. Build large stores, and quickly open more stores, expand influence, and establish the influence of regional markets. With a belt, the power of this model is very strong. This is typical of Mao Zedong’s “power of example” and “the spark of the stars”. Kasahara" theory, but in the custom home industry is a big mistake!

This is a typical marketing “short sightedness”. The great success in his industry makes decision makers confident in self-branding, and believes that their success is “all-in-one” and can be replicated successfully.

The custom industry is not sympathetic. Midea Group's entry into the cabinet industry "three in three out" has now become a "chicken rib"; Haier Group launched the cabinet project more than 10 years ago and absolutely did not think that today will fall into the position of being merged by Japanese companies; famous craftsman Xuan Furniture, Flinginger Flooring, Aucma Electric and other cross-border brands are no longer there. . . . . .

Behind the rapid expansion must be a strong system to support, custom home marketing is a very complex "system marketing" "engineering", this systematic manifestation in:

1. A strong production system provides first-class products and services; the custom home industry has a saying that “production is decisive for sales”. Without a well-established internal production and supply system, it will directly lead to slower terminal loading and slower orders, resulting in a production cycle. Long, custom products do the wrong goods, can't send goods, delay singles, and are not uncommon, all will directly lead to dissatisfaction with the terminal, and the customer will complain greatly.

2. Product performance is expressed in the terminal in the form of an exhibition hall. It is the most direct perception of consumers. The display system is the shape of the brand, and the product performance is the soul. The exhibition hall is a preliminary understanding of the brand by consumers and is the most complete display of brand positioning and style.

3, terminal training system is the source of brand development. As a specialized, customized home industry with a relatively high degree of refinement, manufacturers realized the importance of the training system as early as possible. Through the close-up basic training that lasted for nearly a month, the dealers were fully aware that the manufacturers needed Through training, a series of guidance systems such as brand positioning, corporate culture, core demands, terminal language caliber, service standards, etc., can be conveyed. These can never be accomplished overnight. It takes half a year or even a year or two to run through. --Summary ---- Complete to complete. It is the crystallization of collective wisdom that is the key to the evergreening of the brand tree, and these are not valued or even ignored in the industrial finished goods industry.

4, manufacturers of dealers inside and outside the service system to build, is the core nature of franchising, custom home is essentially a typical franchise industry, franchise industry, manufacturers of standardized, standardized, process requirements are very high, the manufacturers are Through a series of actions to complete the control of the terminal and model building, which ultimately ensure the "full shop output."

Therefore, it is not unreasonable to customize the home industry's “three-point product and seven-point service”. The newcomer brand can complete the initial product using OEM and other methods under the finished product scale production system. However, in the custom industry, there is no perfect production and order service, and no orders support matching quotation, customer service, after-sale, technology and production support. The quicker the initial establishment of a store, the higher the company’s back-office support requirements. On the surface, it seems that the development is very fast. Behind the bustling, hidden reefs may be hidden.

The “slow and fast” theory belongs to the characteristics of the custom industry. This is also an important reason why many cross-border brands are not comfortable with the custom industry. Only by grasping this characteristic, can we really achieve the "fast" in the goal, rather we can "early" in the earlier period and "fast" in the later period.