Stone industry is chaotic

Many companies adopt diversified development strategies, incorporate stone into production, and further expand their product lines, making it increasingly difficult for companies to manage. This impulsive behavior has added a large number of new “stone brands” to the major shopping malls in the front line. As a result, the stone market has become more fragmented, regional competition has become increasingly fierce, and the original stone industry has become chaotic. More confusion.

Nowadays, with the rapid growth of stone companies, the infinity of primary brands has soared, and the quantity of stone has far exceeded its consumption capacity. In order to increase sales volume, merchants tried their best to speculate on the topic of “stones” and they did not hesitate to seize the market by means of price wars, promotions and other means. In addition, stone companies even risked punishment for violations, and played a large number of “trimming balls”, causing a bad impression in the minds of consumers.

The development of stone suffers from many difficulties. How to get out of the predicament has become the most important issue for stone companies to solve urgently. From the perspective of the development trend of China's stone, high-end, quality will inevitably become the last chance for its survival.

With the shortage of stone raw materials, stone will have to shrink the front, from a large area, a large area to the "scarcity" development mode: On the one hand, the number of stone companies to reduce the size of shrinkage; on the other hand, stone prices further increase , Collective enhancement, as part of luxury consumption.

Analyze and judge the situation in 2013, even if there is no so-called "authoritative" argument, according to the market performance over the years, various import and export data and consumer demand, etc., stone companies still believe that should pay attention to the company's earnings innovation.

The current profit model is a conceptual tool that contains a series of elements and their relationships to illustrate the business logic of a particular entity. Describes the value companies can provide to their customers and the company's internal structure, partner network, and relationship capital to achieve (create, market, and deliver) this value and generate sustainable, profitable revenue.

Although there are various successful profit models, the core three features are the same:

First, providing unique values ​​may sometimes be new ideas. More often than not, it is a combination of the uniqueness of stone products and services—either to provide customers with additional value, or to enable customers to obtain the same benefits at a lower price, or to obtain more benefits at the same price.

Second, stone companies need to make competitors difficult to imitate stone companies by establishing their own unique, such as the customer's careful care, unparalleled implementation capabilities, etc., to improve the stone industry entry threshold, so as to ensure that their own profit sources are not violated . If this can be done, competitors will have difficulty mimicking them and replacing them.

Third, stone companies need to be down-to-earth stone companies to achieve the balance of income and expenditure. This seemingly self-evident reason is that it is not easy to do it year after year and day after day. Therefore, it is crucial for stone companies to do everything in a down-to-earth manner.