The success of the furniture industry has not been smooth

As a distributor of the furniture industry, I also have the desire to succeed in my heart. Everyone has a dream, no matter what this dream is, the end point is the same, that is, success. The road to success cannot be smooth.

 

There is no golden rule for the survival, development and even success of any furniture dealer. The development process itself is a process of continuous exploration in the unknown field. Therefore, people are used to calling successful experiences and accumulations experiences, and failing experiences and accumulations lessons. But the lesson can also be transformed into experience. In fact, no matter the experience or the lesson is a valuable asset in the development process of dealers. A dealer who does not sum up experience and reflect on lessons is a bearded dog. It is difficult to make a long-term development along the way, so any dealer with potential for sustainable development must learn to pass on the experience.

 

 

Furniture dealers are divided into big and small.

 

The young ones stick to one corner and open seven or eight stores. After careful calculation, the surplus is quite large. There are two reasons for success.

 

A dealer who opened 7 stores in the Louvre found that its personnel management, team culture, salary incentives, authorization system, marketing, etc. were all lacking, even scarred, but it was still able to compete in the most inspiring Louvre It is a mystery to open multiple stores and get huge profits. After continuous analysis, it was found that its success gene lies in the boss's keen grasp of market demand. I do n’t have a first-line brand in my hand, and the product is not the best. I do n’t use excellent people. There are 7 product categories in 7 stores. Each category has a customer group, but they are all in a blue ocean. Accurate judgment of consumer trends has been successful.

 

I have obtained excellent furniture brand resources in my hand . Although the product power and brand power are strong, they are fighting in the red sea. Homogeneous competition leads to a reduction in profits, and they must learn how to manage finely through careful management. A dealer with 11 stores, the management manual made by himself, has been bound into three thicker books than the dictionary, and even the selling points, words, and skills of each product are personally organized and compiled by the boss. Employee management is meticulous, employee incentives are both hard and soft, the team atmosphere is harmonious and upward, and the supporting system is perfect and perfect. (Editor: Peter)

 

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