In the article, the wooden door industry is depicted as facing a critical turning point. When the market declined, many operators found themselves struggling on unstable ground, risking being left behind in this turbulent period. Comparing the recent consumption trends to an "anemic thorn tree" highlights the industry's weakened state—growing but not thriving, with little real value or sustainability.
The overexpansion of retail stores has led to a severe imbalance. With limited household demand, China’s wooden door retailers are suffering from a form of "anemia," where even the smallest signs of growth are hard to find. Instead of vibrant leaves, they're only seeing sharp roots that pierce through their financial stability.
This rapid and often reckless expansion has been described as a "mopping up" strategy—aggressive, unscrupulous, and driven by short-term gains. As of now, there are at least 1,000 wooden door stores across the country, each occupying over 10,000 square meters. These large-scale operations have created a stark contrast with smaller, local shops, which are now forced to compete in a market that seems stacked against them.
With capital driving the expansion, luxury stores have sprung up in prime city locations, rivaling five-star hotels in style and scale. This has put pressure on small retailers, who are increasingly unable to match the visibility and influence of these big players. The only viable path for smaller businesses is to shift toward niche or low-end markets, where competition is less fierce and customer expectations are more manageable.
As factory rents rise and cities like those in the coastal regions implement stricter regulations, many wooden door manufacturers have turned their attention westward. This migration mirrors a modern-day "Journey to the West," with companies setting up production bases in Henan, Sichuan, Yunnan, and Hubei to tap into new opportunities. In 2013, local companies began exploring alternative strategies to strengthen their market presence.
With traditional channels expanding, the development of new sales models has become a key focus for the industry. Major wooden door companies are investing heavily in channel innovation to gain a competitive edge. As these new channels grow, traditional dealers face significant challenges, potentially shifting their roles to logistics or service providers.
Both domestic and international companies are looking to the export market for growth. However, since the 2008 financial crisis, Chinese wooden door exports have struggled. High trade barriers, reduced tax rebates, and the rising value of the yuan have further complicated export efforts. Meanwhile, domestic challenges such as tighter real estate policies, inflation, and declining industry reputation have slowed sales growth.
Some weaker companies have already exited the market, while larger, more established firms continue to dominate. Sales have become a high-stakes game, with aggressive strategies being used to maintain market share.
What makes the situation even more challenging is the entry of foreign brands into the Chinese market. These international players bring strong financial backing, allowing them to compete directly with domestic companies. Some have rapidly expanded, becoming major players in the industry. At the same time, Chinese industry giants are also entering the home sector, increasing competition and reshaping the market landscape.
Exports and domestic sales are both under pressure, signaling a shift for the Chinese wooden door industry. After years of rapid expansion, the sector is moving toward a more stable, rational, and regulated phase. In 2012, various restrictive factors forced the industry to adapt and upgrade. The old model of fast, uncontrolled growth is no longer sustainable, and a new, more advanced approach is needed.
The transition from the old "steam train" to the new "maglev train" represents this shift—faster, more efficient, and professionally managed. Those who fail to keep up will be left behind. This new era belongs to well-structured, resourceful, and financially strong businesses. It’s a game of rules, not emotions, and only those who can adapt will survive.
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