New Changes In Home Textile Industry: Sewing New Labels

For the home textile industry with the same operation mode, it is also now.

The CIC research report shows that the output value of the domestic textile industry is nearly 900 billion yuan, with a total market volume of about 500 billion yuan.

In the period of rapid growth, the same means of operation can still be concealed by the rapid growth of the industry, and many enterprises are riding on the way of consumption growth.

Once the industry has entered a relatively slow growth period, coupled with the impact of the macro environment such as the real estate downturn, the same business model of the home textile industry will inevitably lead to more intense competition.

On the one hand, the positioning of home textile enterprises towards target consumers tends to be homogeneous.

Regardless of size and strength, most home textile brands aim at "high-end consumer groups".

On the other hand, the products of different enterprises tend to be homogeneous. This not only refers to the category and style, but also embodies in the brand appeal: almost all products advocate European luxury life and artistic taste.

These phenomena directly led to the embarrassment of "big but not strong" in the home textile industry.

In this highly fragmented market, even the listed companies, such as Luo Lai, fuanna (002327) and Meng Jie, add up to less than 2% of the market share.

According to Xue Weicheng, chairman of the home textile company (002293), the primary task of home textile brand is to focus on market segmentation.

After all, the threshold of home textile industry is very low, and new brands will continue to emerge. No enterprise can monopolize the market.

In this case, identifying and positioning the brand is the key to winning.

In the future, the home textile market can be subdivided into many sub markets, such as luxury personality, exquisite fashion, fashion parity and so on. What enterprises need to do is carefully assess the development potential of these sub markets, the existing scale, the competition situation and the matching ability of their own capabilities with the market, so that the target consumers can feel "value for money".

Take Luo Lai as an example, a few years ago, the company began to implement multiple brands.

Specifically, Luo Lai subdivides the target market with different age, gender and consumption ability, and based on this, launches the corresponding brand combination.

Among them, the main brand Luo Lai is positioned in the high-end market of home textile products; the brand from Australia is Sheraton, which focuses on the needs of high-end families; the brand name of Italy is intended to be the luxurious demand of the rich families; the Shang Ma Ke is aimed at the young fashion crowd; Disney satisfies the children's home textile market.

It is easy to see that there are obvious differences in the market positioning, prices and consumer groups of these brands, and there is little conflict between them.

The company tries to use a "systematic brand strategy" to catch consumers of different levels and ages.

At the same time, the company has set up an independent operation team and independent investment promotion system under each brand to ensure the individualization of the brand.

In fact, this multi brand strategy is not uncommon in home textile industry: fuanna owns five independent brands, such as fuanna, Xin Le Le, Wei Sha, Sheng Hua and Mrs. Lara, covering different consumption levels in the market.

The brand map of Meng Jie covers the brand names of Meng Jie, MINE and Meng Jie baby.

Under the multi brand structure, the next step for home textile enterprises needs to consider is how to make these brands harmonious and symbiotic, so that consumers can have a full range of viscosity for the brand group established by the company.

In this regard, Xue Weicheng's prescription is to improve the combination of categories.

Luo Lai found that most of the customers who buy home textiles today are young people who have just bought houses or people who move to new homes. They pay more attention to the integrity and individuality of home furnishings, hoping to buy a series of household items, including bedding, curtains, carpets and so on.

According to the survey, 90% of consumers want to shop in the "one-stop" shop.

So, Luo Lai predicted that the era of "big household" is coming, and the integration of the brand is the general trend of the future.

In the shop, curtains, bedding and home accessories must be combined to provide consumers with new experiences.

This means that the product line of the home textile industry needs to continue to expand, and the resources scattered on each chain need to be reintegrated, and cooperation with other brands needs to be further strengthened.

So, Luo Lai began to introduce new brands in the layout of "big home", including European professional towel manufacturer Christy, Portuguese bathroom home textiles Graccioza, European household fragrance manufacturer Millefiori.

After recruiting troops, the product structure of Luo Lai expanded from the original traditional household textiles with single package and core class to twelve series of home decoration, fragrance, household clothing, hair bath towel and floor mat, covering more than 500 different age groups and different functional requirements.

Since 2009, Luo Lai has opened various kinds of large-scale home life experience Museum in various places, hoping to display the pformation from selling home textile products to implementing "lifestyle" with diversified products and brands.

Today, the product and brand teams are still being enriched.

For the home textile industry, the experience of Luo Lai is worth learning from: using the multi brand and the rich three-dimensional product line to carry on the biggest coverage to the channel, this is the core strategy system of Luo Lai, and is also the key to continue to get the imagination space of the home textile industry.