Structure is larger than the details of the Luolai Home Textiles - the winner of the structural strategy

The value of the structure is far greater than the value of the details, and the structural opportunity is the real market opportunity.
How did Mengniu find structural defects in the industry and use it effectively, starting from zero and rapidly growing into an industry giant? At that time, the structural defects of the whole dairy industry were serious in the homogenization of brands in the market. They all played natural, environmentally friendly, high-quality and nutritious brands. Most dairy brands are empty brands without brand culture and heritage; in fact, the whole industry It is basically at the stage of product sales. Mengniu has seized such structural defects and turned into an opportunity for them to take off; through the marriage with Shenzhou No. 5, and the super girl marriage, the brand connotation, brand association is richer, fuller, more impactful, single point Cut into, causing a major earthquake in the entire dairy industry.
Similarly, Luolai Home Textiles can be seen in the home textile industry, and it is also a first-come-first-served opportunity. It also sees and captures a series of structural opportunities, so that it can be small, big, weak, strong, and able to reach four thousand and two. The highest realm of victory. When you are at the same level of competition, you are not necessarily strong, but there is always better than nothing: while other home textile companies are still focusing on product quality and production technology, Luolai Home Textiles has already turned to fashion, art, and personalization. In the design and research and development stage of diversified products; when the brand awareness of the home textile industry is indifferent, Luo Lai took the lead in introducing professional consulting organizations to build brands; when most companies have not started advertising, Luo Lai took the lead in advertising and made a big investment. The star image spokesperson, because it is the first in the industry, has little noise interference, can easily enter and occupy the mind of the consumer, and also establishes the supreme status of the industry leader; while other companies are also single-minded to create a single brand, Luo Lai Has been forward-looking in the inner ridge, began to buy and deal with international brands, forming a very competitive brand system; in most home textile companies are still stuck in the wholesale market, Shangchao, when Shenzhen Fu Anna is still in the store As a regional marketing tactical operation,
The structural opportunity of the competitive situation Home textiles, a potentially huge market for emerging industries, is causing an unprecedented passion for investment in the industry. The multi-group competitiveness from domestic, foreign, same industry, and other industries began to compete in the home textile market. New brands have sprung up, and the competition has changed dramatically. Many domestic and foreign companies 挟 brand advantage rushed into the home textile industry. Among them, there are not only foreign super-home textile brands such as Sheraton, Eve Delun, but also beverages overlord Pepsi and international clothing brand Pierre Cardin, as well as Jin Haima in the furniture industry, as well as Hengyuanxiang and Shanshan. A well-known domestic clothing company. However, a large number of companies involved in home textiles are mainly due to the large profit margin and growth potential of the home textile industry, with an obvious speculative psychology; there are also some enterprises, generally the market has a good sales volume, and then slightly improved Imitation of the listing.
Compared with foreign counterparts, China's home textile industry is still in its infancy, in an emerging, low-tech state, its independent innovation capability is not strong, its product structure is unreasonable, and its middle and low-end products are overproduced, while high-tech and high value-added. The production ratio of products is low, and the industrial chain is still not perfect. How to increase the added value of products, narrow the gap, and how to be invincible in the competition?
Compared with other mature industries, the home textile industry has a short time to rise. The whole industry is still in the growth stage. It is still in the process of strategic planning, brand operation and marketing mode. There are no successful experiences and models to learn from. More Home textile companies are following the path of plagiarism and imitation, and their ability to cope with strong attacks from other industries is weak.
Price wars and brand scuffles are not necessarily bad things, and they are likely to spawn a group of truly strong companies. As the saying goes, "Heroes in a chaotic world", why in the era of peace, there are fewer heroes, do not experience the wind and rain, how to see the rainbow, jade has not been carved, how can it be a device? This is also the natural law of "natural selection, survival of the fittest". Real gold is not afraid of fire, and the vicious price war will only remove more SMEs that are squirting fish, making the industry structure more reasonable and the water clearer. The real strong enterprise must resolutely avoid the vicious price war and the most likely to survive. Although it is inevitable to bear temporary losses, as long as it persists, the latter return is enough to make up for the loss in the previous period.
The intensification of competition in the home textile industry will also boost the competition in the home textile industry from the low-level competition of products and prices to the level of composite competition consisting of brands, networks, services, talents and management, and enterprise scale. The single advantage begins to lose competitiveness, and the competition in the home textile industry will gradually rise to the comprehensive competition of system resources.
From 2005 to 2006, almost one night, hundreds of home textile brands suddenly emerged, and eight “Home Textile City”s appeared in various places to provide one-stop service for various home textile brands, facing the gold rushers. The situation, how the future battle has become a question mark in the minds of many brands.
Luolai's winning strategy is to strengthen the R&D and design of new products, increase brand promotion, accelerate the expansion of sales network of specialty stores, enhance the synergy of system resources, increase barriers to entry, stabilize industry leadership, and lead the fashion trend.
The structural opportunity of consumer demand changes in consumer demand is one of the fundamental reasons for the deep-seated changes in the home textile industry. With the advancement and evolution of urbanization movements and urban consumption concepts, the Chinese people's consumption structure has gradually escalated, and people's lives have also changed from “satisfaction” to “small well-being” and “rich”. From the pursuit of food and clothing, to the fashion, comfort and other experience consumption development, the demand for home textiles is not only in quantity, but also in the quality, art position constantly put forward new demands; from the international metropolis to the countryside, the market structure presents More clear gradient distribution; after 80, it became the mainstream consumer group, the rise of the middle class, consumer demand for home textile products from emphasis on function, quality to individualization, fashion, diversification, high, medium and low-end consumer level More and more obvious. The middle and high-end consumer groups pay more attention to the brand, style and service of the products. In terms of style, it pays more attention to the design combination of the pattern, color and style of the product, and whether the display on the store display a distinctive personalized theme color, and whether the product style matches the style of the buyer's home environment. The middle and low-end consumer groups pay more attention to the price and quality of the products, that is, whether the fabrics and processes are in line with the value of the products.
Fashion has become the development direction of the entire home textile industry, and design and brand are two very important souls. Brand influence ultimately depends on product design and development capabilities and cultural connotations, but design and brand are the weakest link in the home textile industry. While most home textile companies are still concentrating on the price war of product quality, Luolai Home Textiles began its brand strategy with its advanced brand awareness and strategic vision, aiming at fashion positioning and breaking the bottleneck restricting the upgrading of home textile industry. As Luo Wei, chairman of the board of directors, said, Luo Lai can stand out in the same industry, benefiting from the pioneering and sentiment of the future development trend of the home textile industry and the brand strategy planning of the leading peers.
So, how does Rollei embark on a fashion journey? There is also a legendary story. Back in 1992, in order to find the future development of Rollei, Xue Weicheng flew across the ocean to the world's most developed Italian textile industry to find inspiration when visiting the Basilica of San Marco in Venice. Intoxicated by his peculiar art, the cathedral choir began to present the pastoral music of the famous 16th-century Renaissance musician Cipriano de Loire, organ music and melodious chorus, ethereal and sacred, like the Scorpio sound. The beautiful colors of music, architecture, grand music performance ceremonies, and the beauty of various arts have combined to create a stunning artistic effect! At the end of the music performance, Xue Weicheng exchanged his inner feelings with the church music leader accompanied by the translator. Le Chang told Xue Weicheng that although he did not understand the textile industry, textile is definitely an art of living. All the art is the same. Just like the pastoral music of the famous musician Cipriano de Loire, the art form must consider the feelings and experience of the people. Because the musicians are public, so whether it is The performers, or the audience, are immersed in the art space created by musicians. Any business as long as you are human, you will succeed! Xue Weicheng’s long-lost heart has suddenly opened, and he is determined to create a home textile brand that pursues the art of life and fashion, starting from the needs and feelings of consumers.
In order to shape Luolai into a trend-setting fashion home textile brand, as early as 1994, when Luolai’s enterprise was still very small, Xue Wei’s achievement dared to make a big bet and spent 380,000 yuan. At that time, the well-known domestic advertising company designed for Luolai. The brand identity, which was very advanced at the time, made Luo Lai and many home textile enterprises first visually opened up the grade.
In 2003, along with the rapid development of China's textile industry, Luo Lai has gone through a brilliant decade and has become a leader and leader in the industry. Although Luo Lai has basically reached or surpassed the world's home textile counterparts in hardware equipment, most of them are imitating foreign designs in research and development. The products independently developed are always lacking the artistic connotation of international top brands. How should Royle go beyond this time? How to break through? To this end, Xue Weicheng once again went to Italy to explore the mystery of Italy's achievements in the century-old home textile brand. When Xue Weicheng visited the Madrid Prado Art Museum, the European 17th century painter Diego Velzazquez "Textile Girl" oil painting was hung in the museum. In the center, the light and dark levels and light performance in the painting reached an unprecedented perfect state. Xue Weicheng stood for a long time and was deeply moved by the story of the textile goddess Arakne. In Greek mythology, the beautiful Arakne, embroidered and weaving craftsmanship are very strong, and were smashed into spiders by the goddess Athena. But also because of her superb textile technology and tough personality, she was finally released by Zeus and became the goddess in charge of the world textile industry. The Arakne goddess is strong and brave, and has a tenacious resilience. Immersed in the story of the Arakne goddess, Xue Weicheng suddenly realized that the reason why Italian home textiles can last for a hundred years is not because they have a profound artistic spirit in their products. The Chinese textile has lost this spirit, and it lacks the artistic charm. After returning to China, Xue Weicheng quoted Arakne's mythology as the leading design of the Luolai brand's auxiliary graphics, and incorporated the goddess' exquisite artistic accomplishment and perseverance into the genes of the Luolai brand.
In the past, the rapid expansion of Rollei's market share was largely due to consumers' preference for the novel design of “Luo Lai”. The annual R&D investment will account for more than 3% of Rollei's sales revenue. With the rapid expansion of sales, Luo Lai's total investment in research and development is also growing, and even 50 to 60 copyrights are created in a quarter. patent. The strategy of Luo Lai's escape from price war is to develop distinctive products. However, with the continuous escalation of the internal price war in the industry, the design alone can no longer cope with the price war. What is even more embarrassing is that even high prices require European designers to design products. It is also difficult to protect their own "design patents", and simultaneous plagiarism works will soon appear on the market. To this end, in Rollei's new systematic brand strategy, design is no longer the only soul of Rollei Home Textiles, but more emphasis on brand style.
In June 2004, Rollei officially launched a brand new logo, and integrated European style and retro elements into the design, making the overall style of the Rollei brand more fashionable, romantic, elegant and warm; at the same time, hiring international superstar Li Jiaxin For the image spokesperson, starred in the brand story of "Lake Arakney". Along with the implementation of the brand strategy, Luo Lai broadcasted a series of image advertisements for the prime time of the first, second, third, sixth and eighth channels on CCTV. At the same time, the "Luo Lai Fashion" magazine that spreads the brand and culture of Luo Lai and the " Luo Lai Ren " newspaper that spreads the spirit and culture of the Luo Lai people began to play the role of the Luo Lai brand and culture into the homes of ordinary people, making the brand awareness and reputation of the Luo Lai brand rise. . In 2004, the Luolai brand was rated as “China's 500 Most Valuable Brands” by the World Brand Lab, with a brand value of 879 million yuan.
The structural opportunity brand factor of the brand structure is one of the key factors to win the market. The brand plays a vital role in the increase of the added value of the product. Now the whole industry has no absolute strong brand, the brand structure is unreasonable and complete. There are not many companies in the brand management system, and there are tens of thousands of production and processing enterprises in the whole industry; their distribution channels are almost consistently directed to large wholesale and large circulation.
There are many factors leading to low profit margins in the entire home textile industry. First, there are many small and medium-sized production enterprises. The processing profit itself is very low and has a certain inertia. Second, most home textile enterprises have short entry time. Without the brand accumulation process, they directly enter. The price is vicious and melee; the third is that only a few brands have a high-end, but the consumer's consumption concept still stays at the level of product quality consumption. The profit margin seems to be large. After the flattening, the profitability is still low. Compared with the huge profits of foreign home textile brands, the average profit rate of China's home textile industry is less than 6%. This harsh fact makes most home textile enterprises regard branding as a luxury behavior, and it is precisely because of the home textile industry. The brand awareness is indifferent, which leads to low profits in the entire industry.
According to relevant information, the proportion of middle-income people in China is between 15% and 20%. This is a huge market. Because this stage is dominated by working-class people, it pays attention to the quality of life, but it is also more rational for consumption. Well-known brands run by chain stores have created an illusion in the minds of many consumers and are still regarded as luxury goods. In some well-known brand stores, the retail price of a small four-piece is generally around 600 yuan. Consumers generally believe that the price is too high. In fact, when some famous brands carry out promotional activities, the promotional price will be set at 300 yuan. When it is around, it often attracts hot purchases from many consumers. It can be seen that there is a great demand for mid-range brands, but there is no dominant brand in this grade, and the development space is huge.
Because of the strong brand without leadership, the pricing of leading brands is still dominated by chasing profits, occupying the high-end market. Although the general circulation brand enters at a low price, due to its weak strength and unstable quality, it will not have a big impact on the entire industry. The high-end positioning of well-known brands and the low-cost circulation brands have formed a polarization, while the mid-range brand market has a huge development space.
Existing home textile brands, brand awareness is not high, even the industry's more influential Fu Anna, Meng Jie, Bo Yang, etc., through recent years of chain operations to expand sales, enhance visibility, and began to make larger Intensive advertising investment, but because they are all high-end brands, they are far away from household names. For many consumers in medium-sized cities and prefecture-level cities, which account for more than 80% of the country, they know very little, so in a strict sense, they only Can be regarded as a well-known brand in the region, although they strive to expand to the national market, but due to their limitations, they only have strong influence and coverage in their respective base camps and surrounding areas. More importantly, the production and sales scale of well-known brands is still in the state of “big industry, small enterprise” compared with other industries, and the market share is generally low.
Fuanna, Yalan, and Avon Ting, which are based in Shenzhen, have high brand recognition and reputation. However, due to their high positioning and operating costs, they lack market advantages and have an absolute market share in Shenzhen. In the south of Jiangsu and Zhejiang provinces and Ningbo, Zhejiang Province, as a historical textile base, it has formed a distribution center for household textiles, occupying the cost advantage of procurement and production. Other competitors, although not possessing the advantages of procurement, talents, and production, rely on geographical advantages and convenient logistics to intensively cultivate in the surrounding markets, and have also been continuously developed. Like Mengjie in Hunan's Hubei area centered on Changsha, Jialis has achieved good results in the Fujian area centered on Fuzhou. Although it has also tried to expand to the whole country, it has not achieved much.
Luo Lai discovered the brand structure defects of the entire home textile industry, only a limited number of domestic brands gathered in the low-end competition, and the brand system is single; the mid-end market has few brands and the market potential is unlimited; the high-end market has only a limited number of brands. Instead of passively waiting for the middle and high-end markets to be occupied by international giants, it is better to take the initiative. On the basis of the efforts to build its own brand to focus on the mid-end market, Luo Lai also acquired the ultra-high-end Italian brand “Italian Ou Na Na” and represented Australia’s “Sheraton” and France’s “Shang Ma Ke” brands. Its brand system is more complete and more sales. Through personalized positioning and price tiers, targeting all consumer target groups, covering all niche markets in the industry, both Raleigh's average profit margin and a certain scale advantage. Through the adjustment of the brand system, Rollei not only makes it more compatible with the terminal model of the store, but also makes the brand system more perfect and lasting by operating the differences and personalization of different brands.
The grade of home textile products presents a dumbbell-shaped structure. Mid-range products have great market opportunities and potential. Luolai adopts a high-low-selling marketing model, constructs a perfect product grade structure, and further optimizes the brand system. Luolai will become a strategic target for the mid-range market. The brand has become the main product of dealers' profit and profit, providing consumers with excellent value for money.
At present, it is very common for domestic textile companies to blindly brand their brands. Others do specialty stores and they also do specialty stores. Others ask for image spokespersons. In the past, because there has been no leading brand deliberately changing this situation, everyone has come to think that it is supposed to operate the brand in this way, resulting in a lot of short-lived brands. Luo Lai now uses his multi-brand strategy to break the balance and will inevitably lead to reflection from other competitors.
Luo Lai seized the opportunity of the real home textile industry to have a real leader, and fully promoted its systematic brand strategy, and leveraged the brand image to create a national market, from regional brands to national first-class Home textile brand; the most important thing is that Luo Lai really tasted the sweetness, no need to bother to sell products to dealers, and no need to exhaust the words to promise, to persuade. Because, with the improvement of the brand image and status of Luolai, as long as there is a desire to do the home textile business, it goes without saying that it must be visited by Luolai. The Luotong's phoenix tree has attracted more and more golden phoenixes, no need to go out, etc. You can do it at home; you don't have to harass the phone to sell it, just wait for the free consultation call from all over the place, it is both worry-free and labor-saving. However, there will be no pies in the sky. If you want to enjoy this simple and straightforward, convenient and fast business model, you must first build a brand and carefully cultivate it, and you will have a good harvest. "China National Textile Network" adopts the internationally authoritative website traffic statistics method, comprehensively evaluates the traffic, content, function, design, update and other indicators of various textile websites in China, and selects 100 excellent enterprise websites, "Luolai" network name The top 100.
The 21st century is an era of brand competition, and behind the brand is culture. Whoever has a culture that suits the characteristics of the company and has great execution power will succeed in anyone and will be invincible. Based on this, Luo Lai set up a strategic committee and corporate culture center under the board of directors to plan the company's strategy and corporate culture. Luo Lai will pursue excellence and inherit innovation while inheriting its unique cultural genes, and strive to become the leader of a long-established company.
Structural Opportunities for Terminal Modes Existing home textile sales terminals now include such several types: fabric city, department stores, supermarket chains, chain home online direct sales, TV shopping, group purchases, etc. In view of the degree of development of the industry and the acceptance of the buyer's market, the sales channels of home textiles are now mostly in the past four. Most of the fabric city products are rough in processing, low in quality and low in price. They are no longer suitable for modern consumer demand; the home textile products in department stores and supermarket chains are small in display area, low in selectivity, and the product grades are improved, but the overall quality is still in the middle. Low-level; chain home is currently the most popular form of home textile sales, but it also faces problems such as insufficient display area and low professional performance.
At this stage, the form of home textile chain stores is increasingly prominent, but this form is still in its infancy in China, basically based on manufacturers, through the franchise and other ways to improve and optimize the sales service network. The advantage of the home textile store is that it can combine the different preferences and personalities of each consumer to help them purchase a complete set of home textile products such as curtains, towels, bedding, etc., and also guide consumers to separate kits according to different home styles. buy. This form of sales can better satisfy consumers' one-time purchase of a certain textile brand, and has great advantages for home textile brands that want to be able to shape their own brand image.
Among the many terminal sales models, the specialty store is the fastest-growing company in recent years, and the company has the most dedication. The advantage is the clearest: the manufacturer has the strongest control over the sales terminal, and on the other hand, it can be obtained in time. The market or consumer feedback on the brand facilitates product development and service improvement; on the other hand, it also facilitates the brand image of the manufacturer. From the operational level, the intermediate links are reduced, and the advertising, event promotion, product display, etc. can be completely based on the wishes of the enterprise, which is convenient for the company to uniformly promote and shape the brand image and highlight the brand characteristics.
From a strategic perspective, these companies are in the stage of brand promotion and have a certain reputation in the industry. If there is an event in which the dealers damage the brand image for their own interests, the losses to the manufacturers will be immeasurable. . Therefore, although the specialty store is the most costly of all terminal channels for manufacturers, considering the importance of channel control under the current circumstances, the higher cost of such a store construction is acceptable.
From a tactical perspective, the criteria for channel selection is to see if it is most effective in attracting target customers. An important feature of home textile products is that they are more personalized and need to be displayed. The specialty store is a sales channel that is more controllable to manufacturers. Manufacturers can make better use of the display role of this channel to fully and in-depth publicize their products, and provide customers with a full range of services to enhance corporate image, relatively strong autonomy.
Luo Lai has already discovered the structural problems of the sales channels and terminals in the whole industry. When most home textile processing enterprises are still in the wholesale market and the supermarkets, Luo Lai has established in more than 360 county-level cities across the country. More than 1,000 chain stores and hundreds of direct-operated stores, and advanced to hit the overseas market, successfully opened a number of specialty stores in Singapore, Malaysia, Thailand, Saudi Arabia and other places.
Rollei's specialty stores are more representative and have strong competitiveness and influence. The characteristics of the Luolai store are: adopting a diversified system brand strategy, introducing the latest popular design elements in Europe, focusing on the most high-end and prosperous locations, and the overall terminal image to highlight the brand image and grade, in the decoration grade and image packaging. They are all taking the high-end route, and the products are also richer and have a strong sense of hierarchy. Luo Lai is drawing on the model of foreign famous textile specialty stores, from selling products to displaying and selling an atmosphere and style, combining different preferences and personalities of each consumer to help them purchase a complete set of products, according to different The style of the room to guide consumers to shop, forming a unique feature of the monopoly model Some experts say that because of its single brand, limited business area, the store's selectivity and influence are limited. In fact, the store can also adopt a multi-brand cluster approach to meet the multi-level needs of consumers. The reason why Rollei adopts a multi-brand strategy is to avoid the limitation of a single brand as much as possible; the business area is undoubtedly restricting the store terminal. A major obstacle to the model, the area is too large, the input-output ratio is not equal, and it is not worth the loss; while the area is too small, it seems stingy and cannot show the brand strength. The effective way is to convert the store into a super terminal through an electronic virtual terminal, which may be the future of Rollei's future; the advantage of adopting an electronic virtual terminal is to save operating expenses and reduce the operating cost of the store. At the same time, because the area is reduced and the number is increased, the advantages of system integration can also be fully exerted. Micro-specialized stores can still provide consumers with a series of cheap and good products. Second, through visual and personalized simulation scenarios, for consumption. Providing multiple novel shopping experiences to help consumers solve difficult dilemmas. Consumers can see different combinations and combinations of hundreds of varieties and various environmental arrangements through large screens without even hands-on, even according to consumers. The diversified needs truly realize personalized customization and create more added value. Micro-specialty stores can also provide a variety of products with novel styles and different styles. The individualized needs of consumers can also be satisfied. The third is to make the terminal A new type of media similar to Focus Media, making the terminal's brand communication the most effective
More experts say that the hypermarket is the mainstream terminal model for the future home textile industry. Now, all walks of life are imitating Gome's terminal model in the home appliance industry. Everyone is accustomed to taking Gome's successful model in the home appliance industry to travel to other industries. In fact, Gome is a special case, not a convention. First, China's home appliance industry has reached a very mature stage, and the industry structure has basically been fixed; while the home textile industry is still in the growth stage, there is no such structural opportunity; second, Gome adopts a financial-like business model, and the home appliance industry has already The formation of Haier, TCL, Midea, Gree, Galanz and other strong brands, has been from product competition to brand, service competition; and home textile industry is basically the world of small and medium enterprises, competition is still at a low level of single price competition stage, not passed Integrate the basic conditions for industry giants to obtain cash flow.

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