The downturn in the international building materials market has enabled Chinese export-oriented home building materials companies to start playing the abacus of the domestic market. But the fact that has been obtained in a few years is that many building materials companies have been smashing when they try to enter the domestic market. It is painful to think that the building materials export enterprises have found that the transformation of the organization is one of the key factors for the company to return to the domestic market.
It is an indisputable fact that the domestic building materials market has great development potential and strong consumption power. This has become a piece of fat in the eyes of building materials export enterprises. In the course of the author's interview in recent years, many companies said that before the financial crisis, enterprises have paid attention to the development potential of the domestic market, and many enterprises have begun to "return" early. However, not every building exporting enterprise can successfully return to the national road and make orders for international customers. As long as the quality of the products is excellent and the work is on schedule, other unreasonable paths will not work in the domestic market.
Building materials export enterprises that want to transfer to domestic sales should learn to develop their own markets, find out consumer demand, develop and produce products for their needs, build their own channels, and sell their own products. In addition, they must learn to market, build brands, and even provide repair parts. After-sales service The transformation of this system is the "organizational transformation" at the beginning of the text.
In the process of domestic sales of building materials export enterprises, how can we not die in the deep sea of ​​the domestic market? Experts gave five tips for organizational transformation.
First, organizational core competency planning is essential. Is it better than quality, or is it strong in cost control? Building materials export enterprises should examine their strengths and weaknesses and build their core competitiveness.
Second, we must understand the domestic building materials market that the company is about to enter. This time, the customers of building materials export enterprises became consumers. Their requirements are specific and personalized, and the listed building materials are slightly ignored by consumers. Therefore, the leader of the enterprise needs to master the target market. The market strategy may come to you to provide comprehensive analysis and suggestions, but you must make a decision.
Third, we must plan for the future at the height of the strategy. The export of building materials export enterprises requires the establishment of a management system that is completely different from the previous business. This requires the leaders of building materials enterprises to establish an enterprise structure at the strategic level and recruit them according to their needs. A mature action mechanism is the key to building materials export enterprises not being annihilated by the domestic market.
Fourth, the road to expansion should be slowed down. In the development of these years, the domestic building materials market is difficult to conceal a breath of great joy. The rapid expansion of the footsteps has made many building materials companies difficult. This is already the case for companies that have always worked hard in the domestic market. Building materials exporting companies have rushed to expand their regions without understanding the needs of different markets, which will attract more difficult operating pressures.
On the other hand, export-oriented enterprises often do not have the experience of managing branches and branches, etc. If the expansion is too fast, it is easy for the management of branches and offices not in place, investment, inventory, payment, etc. The risk has increased dramatically.
For example, the Jiaduobao Group (Wang Lao Ji), which is currently eye-catching in the beverage industry, has been established in 1995 and has been exploring the market in Guangdong and southern Zhejiang for almost ten years. Only then has it formed a more mature market operation method and rushed to the whole country. market. This is because the economic development of various regions in China is extremely uneven, and the local culture is very different. Not only is the urban-rural difference large, but the coastal areas and the inland areas are very different. Even in the coastal developed areas, the consumer behaviors vary greatly, for example. Consumers in Fujian Province of Guangdong have shown that they are willing to accept new things, while consumers in Shandong are conservative and cannot accept new products very quickly, but once accepted, loyalty will be high.
Experts suggest that building materials export enterprises should be steadily and steadily, first concentrate their superior forces in a region to develop successfully, then expand the next region, gradually explore mature experience, and then expand to the country.
Fifth, "takenism" is the most trouble-free. If you are short of money, you can buy it. This is also suitable when the building materials export enterprises turn to domestic sales. Obtaining ready-made channels or markets through acquisitions is the best means for building materials export enterprises to quickly integrate into the domestic market.
Finally, the experts said that “there is no shortcut to successâ€, building materials export enterprises must make painstaking efforts in the process of transferring domestic sales. The successful transformation belongs only to those few building materials enterprises that persistently and deliberately build core competitiveness.
It is an indisputable fact that the domestic building materials market has great development potential and strong consumption power. This has become a piece of fat in the eyes of building materials export enterprises. In the course of the author's interview in recent years, many companies said that before the financial crisis, enterprises have paid attention to the development potential of the domestic market, and many enterprises have begun to "return" early. However, not every building exporting enterprise can successfully return to the national road and make orders for international customers. As long as the quality of the products is excellent and the work is on schedule, other unreasonable paths will not work in the domestic market.
Building materials export enterprises that want to transfer to domestic sales should learn to develop their own markets, find out consumer demand, develop and produce products for their needs, build their own channels, and sell their own products. In addition, they must learn to market, build brands, and even provide repair parts. After-sales service The transformation of this system is the "organizational transformation" at the beginning of the text.
In the process of domestic sales of building materials export enterprises, how can we not die in the deep sea of ​​the domestic market? Experts gave five tips for organizational transformation.
First, organizational core competency planning is essential. Is it better than quality, or is it strong in cost control? Building materials export enterprises should examine their strengths and weaknesses and build their core competitiveness.
Second, we must understand the domestic building materials market that the company is about to enter. This time, the customers of building materials export enterprises became consumers. Their requirements are specific and personalized, and the listed building materials are slightly ignored by consumers. Therefore, the leader of the enterprise needs to master the target market. The market strategy may come to you to provide comprehensive analysis and suggestions, but you must make a decision.
Third, we must plan for the future at the height of the strategy. The export of building materials export enterprises requires the establishment of a management system that is completely different from the previous business. This requires the leaders of building materials enterprises to establish an enterprise structure at the strategic level and recruit them according to their needs. A mature action mechanism is the key to building materials export enterprises not being annihilated by the domestic market.
Fourth, the road to expansion should be slowed down. In the development of these years, the domestic building materials market is difficult to conceal a breath of great joy. The rapid expansion of the footsteps has made many building materials companies difficult. This is already the case for companies that have always worked hard in the domestic market. Building materials exporting companies have rushed to expand their regions without understanding the needs of different markets, which will attract more difficult operating pressures.
On the other hand, export-oriented enterprises often do not have the experience of managing branches and branches, etc. If the expansion is too fast, it is easy for the management of branches and offices not in place, investment, inventory, payment, etc. The risk has increased dramatically.
For example, the Jiaduobao Group (Wang Lao Ji), which is currently eye-catching in the beverage industry, has been established in 1995 and has been exploring the market in Guangdong and southern Zhejiang for almost ten years. Only then has it formed a more mature market operation method and rushed to the whole country. market. This is because the economic development of various regions in China is extremely uneven, and the local culture is very different. Not only is the urban-rural difference large, but the coastal areas and the inland areas are very different. Even in the coastal developed areas, the consumer behaviors vary greatly, for example. Consumers in Fujian Province of Guangdong have shown that they are willing to accept new things, while consumers in Shandong are conservative and cannot accept new products very quickly, but once accepted, loyalty will be high.
Experts suggest that building materials export enterprises should be steadily and steadily, first concentrate their superior forces in a region to develop successfully, then expand the next region, gradually explore mature experience, and then expand to the country.
Fifth, "takenism" is the most trouble-free. If you are short of money, you can buy it. This is also suitable when the building materials export enterprises turn to domestic sales. Obtaining ready-made channels or markets through acquisitions is the best means for building materials export enterprises to quickly integrate into the domestic market.
Finally, the experts said that “there is no shortcut to successâ€, building materials export enterprises must make painstaking efforts in the process of transferring domestic sales. The successful transformation belongs only to those few building materials enterprises that persistently and deliberately build core competitiveness.
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