Cabinet companies should not blindly "cross-border"

Nowadays, under the impetus of concepts such as "integration" and "pan-home", many cabinet companies have begun their own "cross-border journey." Of course, cross-border business is not limited to cabinet companies, many home-based companies are also entering the cabinet industry cross-border. Although the industry attributes of cross-border industries are not consistent, the principles are roughly the same. Therefore, the development experience can also be shared.

Cross-border practical operation is too much trouble

In recent years, the “cross-border” between home industries has also been mentioned, but many cabinet companies do not have a deep understanding of “cross-border” and simply start production of products from other industries. Such “cross-border” is certainly difficult long. For example, cabinet companies started to make sanitary products and furniture production: introducing production lines, preparatory channels, and building after-sales service systems, and then asking experts to control quality, and then product listing and sales; at first glance, everything is logical, but it is not true, the actual operation is often This can bring huge trouble to the company. If we are working hard on new business, it will inevitably affect the original core business of the enterprise. If it is for the core business, then the follow-up on the new business is certainly not enough, so the two are in conflict with each other. The result must not reach the company's "cross-border" expectations.

Need to do a good job of deployment planning before cross-border

"Cross-border travel" is a treacherous route along the way. Cabinet companies should make detailed deployments to avoid subsequent steps. In the development plan, it should be justified, because other companies are not optimistic about a certain project, they immediately immediately follow the "cross-border cooperation"; for such events, cabinet companies should first consider the strength of their own cooperation projects The feasibility and the risk after failure can be accepted. Secondly, it should also deal with the entire “cross-border cooperation” to make overall plans and strengthen communication with partners. The so-called “one person is short and two people are responsible for counting” and the wisdom of many people can make cooperation the best and allow “cross-border” "Brigade" has become a feasible way. Otherwise, blindly follow the trend, and others will only make companies fall into a passive position in many ways, and it is prone to a vicious cycle until it is no longer a place of eternal destruction.

Cross-border can not ignore the backbone brand development

The "decathlon" may not be able to compete with "outstanding". It is also true that, as Google and Apple, Google's Internet business has spread all over the world, and all walks of life have involved; however, Apple is only in its own IOS system and The research and development of its peripheral products are working hard and hard. It is difficult for them to conclude that they are superior or inferior.

The same is true for cabinet companies, and “cross-border” should be a kind of cooperation based on their own core business, using the strengths of other companies to complement each other. On the basis of maintaining the continuous development of its core business and complementing each other, letting one plus one co-operate more than two, rather than neglecting the end, ignoring the development of trunk brands, it is dangerous to depart from orbit to open trains. In this way, cabinet companies will not be biased in their inherent business, but they will also be able to handle the new cooperation smoothly and serve two purposes.