The domestic stone market has been singing all the way in recent years and the market competition has become more intense. It cannot help but to say that it was stimulated by the development of cabinets and sanitary ware. Most of the kitchen countertops are used in new residential areas. In 2005, this market accounted for more than 70% of the market share. However, the demand for China's housing renovation market will continue to grow rapidly, at a rate of more than 10% per year, and it will exceed 30 million square meters in 2010! However, the good news from the kitchen countertops and bathroom countertops is not enough to support the huge Stone industry. How can this giant dragon take off and the development of a new theater is imperative!
What is the purchasing power of consumers in the tertiary and tertiary markets?
In the third and fourth-tier markets, not only is the level of consumer spending a measure of the level of economic development in the market, consumers in the primary and secondary markets tend to be more rational consumers, and consumers in the tertiary and tertiary markets are more Emphasis on emotional consumption. In other words, when consumers purchase products, it is easy to generate impulses to purchase a certain brand of a certain type of product. Therefore, on the basis of good product quality, manufacturers can seize this opportunity, and it is very necessary to promote the final purchase of consumers through brand appeal and store promoters' patience.
The basic characteristics of the three, four channel pattern 1, a two-tier market level channel flat trend. Distribution requires profit as its operating space. Distributors and subordinate dealers all need their own profit margins. The channel is too long, and the current profit space cannot be supported. Therefore, the level channels gradually have a flat trend. At the same time, distributors went deep into the end of the channel market, rationalizing the entire supply chain by increasing market pull and reducing channel pressure.
2. There are still space reserved hierarchy channels in the 3rd and 4th lines. The agent management experience still has advantages, and can deeply clone the experience of hierarchical channel management to the low-end market.
3. Through the way of regional platforms covering the third and fourth-tier cities, higher requirements have been put forward for the fine management of the channels. Compared with the first and second-tier cities agents, the third and fourth-level city agents started late and have insufficient awareness of the product market. Therefore, a lot of enlightenment education work is needed for the third and fourth-level city agents.
4. For dealers in third and fourth-tier cities, most of them are direct customers and customer-oriented, so they have a higher demand for product richness. "In the third and fourth-tier cities, the demand for individual products is limited. It is impossible to support the development of dealers by only relying on one or two product lines. Therefore, the third and fourth-tier city dealers are mostly compound and can often use different brands of products. Interspersed with sales, but as a large distributor, in terms of product richness, it can meet the requirements of third and fourth-tier city dealers.
5. On the way to expand the third and fourth-level urban channels, one of the major distributors' focus is on risk control. Risk control is a very big point of distribution for distribution. Whoever does it is good, whoever is likely to get a good return. For third and fourth-tier city dealers, because their financial strength is relatively weak, their risk control is particularly important.
The sinking strategy for the third and fourth-tier markets is to “cultivate channels while cultivating the marketâ€, which is the common idea of ​​many manufacturers. In the third and fourth-tier markets, vendors are treating all distributors equally. Including the purchase price, activity support and many other channel resources are all shared. Manufacturers only set up one point in each city (third and fourth level markets).
1, "cultivating channels." First of all, the market capacity of the third and fourth-tier markets is very limited and it is not suitable for co-existence of multiple dealers. If you overestimate the market capacity and blindly add more dealers, perhaps the initial increase in dealership, the market can indeed increase the amount of increase, but after rising to a higher value, perhaps the sales curve will go flat The trend of the line or the downward trend is contrary to the original intention of adding distributors, and the most terrible malicious price may be uncontrollable. This also runs counter to the vendor's view of "cultivating the market".
2, step by step for the camp. In the issue of expanding the third and fourth-tier markets, the manufacturers also follow the existing channel management model. The advantage of this is that the big brand manufacturers have formulated a very comprehensive and macro strategy that can maintain the coherence of the primary and secondary market and the channel strategies of the tertiary and tertiary markets, and it also shows the big strategy of the big manufacturers. However, for the third and fourth-tier markets, any brand, regardless of its brand awareness in the first and second markets, is unfamiliar to this market. Therefore, when entering a new market, new brands or large brands are worth mentioning. From the perspective of market awareness, they are basically in the same starting line.
3, dig deeper. Facing the fierce competition in primary and secondary cities and the increasingly saturated market for certain products, it is true that the in-depth tertiary and tertiary markets are the only way for future development. However, compared with the fierce competition in the primary and secondary markets, The investment and output ratio of the four-tier market will no doubt require serious consideration. What's more, the uneven development of domestic regional markets is very conspicuous. Consumption habits, brand trends, and even local conditions are all aggravated, all of which have increased the risk of manufacturers' investment: simply copying the successful experience in the primary and secondary markets will inevitably lead to tactics. Targeting different regions; formulating differentiated products and marketing strategies based on the characteristics of each regional market requires more energy and resources. Without sufficient financial resources to pay tuition fees, it is difficult for them to blossom in every regional market and establish their merits.
4, to cultivate the core. The channel distribution system from the general agent to the core agent is adopted, and the number of agents at all levels is strictly set. The number of core agents will also be strictly limited. Through quantitative control, it focuses on cultivating distribution capabilities and solution capabilities of core channel partners and maximizing the profits of agents.
What is the purchasing power of consumers in the tertiary and tertiary markets?
In the third and fourth-tier markets, not only is the level of consumer spending a measure of the level of economic development in the market, consumers in the primary and secondary markets tend to be more rational consumers, and consumers in the tertiary and tertiary markets are more Emphasis on emotional consumption. In other words, when consumers purchase products, it is easy to generate impulses to purchase a certain brand of a certain type of product. Therefore, on the basis of good product quality, manufacturers can seize this opportunity, and it is very necessary to promote the final purchase of consumers through brand appeal and store promoters' patience.
The basic characteristics of the three, four channel pattern 1, a two-tier market level channel flat trend. Distribution requires profit as its operating space. Distributors and subordinate dealers all need their own profit margins. The channel is too long, and the current profit space cannot be supported. Therefore, the level channels gradually have a flat trend. At the same time, distributors went deep into the end of the channel market, rationalizing the entire supply chain by increasing market pull and reducing channel pressure.
2. There are still space reserved hierarchy channels in the 3rd and 4th lines. The agent management experience still has advantages, and can deeply clone the experience of hierarchical channel management to the low-end market.
3. Through the way of regional platforms covering the third and fourth-tier cities, higher requirements have been put forward for the fine management of the channels. Compared with the first and second-tier cities agents, the third and fourth-level city agents started late and have insufficient awareness of the product market. Therefore, a lot of enlightenment education work is needed for the third and fourth-level city agents.
4. For dealers in third and fourth-tier cities, most of them are direct customers and customer-oriented, so they have a higher demand for product richness. "In the third and fourth-tier cities, the demand for individual products is limited. It is impossible to support the development of dealers by only relying on one or two product lines. Therefore, the third and fourth-tier city dealers are mostly compound and can often use different brands of products. Interspersed with sales, but as a large distributor, in terms of product richness, it can meet the requirements of third and fourth-tier city dealers.
5. On the way to expand the third and fourth-level urban channels, one of the major distributors' focus is on risk control. Risk control is a very big point of distribution for distribution. Whoever does it is good, whoever is likely to get a good return. For third and fourth-tier city dealers, because their financial strength is relatively weak, their risk control is particularly important.
The sinking strategy for the third and fourth-tier markets is to “cultivate channels while cultivating the marketâ€, which is the common idea of ​​many manufacturers. In the third and fourth-tier markets, vendors are treating all distributors equally. Including the purchase price, activity support and many other channel resources are all shared. Manufacturers only set up one point in each city (third and fourth level markets).
1, "cultivating channels." First of all, the market capacity of the third and fourth-tier markets is very limited and it is not suitable for co-existence of multiple dealers. If you overestimate the market capacity and blindly add more dealers, perhaps the initial increase in dealership, the market can indeed increase the amount of increase, but after rising to a higher value, perhaps the sales curve will go flat The trend of the line or the downward trend is contrary to the original intention of adding distributors, and the most terrible malicious price may be uncontrollable. This also runs counter to the vendor's view of "cultivating the market".
2, step by step for the camp. In the issue of expanding the third and fourth-tier markets, the manufacturers also follow the existing channel management model. The advantage of this is that the big brand manufacturers have formulated a very comprehensive and macro strategy that can maintain the coherence of the primary and secondary market and the channel strategies of the tertiary and tertiary markets, and it also shows the big strategy of the big manufacturers. However, for the third and fourth-tier markets, any brand, regardless of its brand awareness in the first and second markets, is unfamiliar to this market. Therefore, when entering a new market, new brands or large brands are worth mentioning. From the perspective of market awareness, they are basically in the same starting line.
3, dig deeper. Facing the fierce competition in primary and secondary cities and the increasingly saturated market for certain products, it is true that the in-depth tertiary and tertiary markets are the only way for future development. However, compared with the fierce competition in the primary and secondary markets, The investment and output ratio of the four-tier market will no doubt require serious consideration. What's more, the uneven development of domestic regional markets is very conspicuous. Consumption habits, brand trends, and even local conditions are all aggravated, all of which have increased the risk of manufacturers' investment: simply copying the successful experience in the primary and secondary markets will inevitably lead to tactics. Targeting different regions; formulating differentiated products and marketing strategies based on the characteristics of each regional market requires more energy and resources. Without sufficient financial resources to pay tuition fees, it is difficult for them to blossom in every regional market and establish their merits.
4, to cultivate the core. The channel distribution system from the general agent to the core agent is adopted, and the number of agents at all levels is strictly set. The number of core agents will also be strictly limited. Through quantitative control, it focuses on cultivating distribution capabilities and solution capabilities of core channel partners and maximizing the profits of agents.
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