Floor: Do not give yourself too much pressure!

Looking at the development of manufacturing industries in Western Industrial countries, there are two kinds of companies that can finally stay in Amoy Beach. The first is the leading figure in the industry and a large multinational manufacturing enterprise. The second is a small and sophisticated professional production enterprise. The future of the flooring industry in China is also bound to be the same. For floor companies that are overstaffed by people, if they are not able to be large and complete, they may consider reducing their burdens and taking a small development path.

In the development of many floor companies, in order to obtain more profits, they are often involved in many fields, and the types of products are numerous and complicated. The opening of enterprises' exhibitions has led to the formation of internal competition between companies and the market. This has not only been detrimental to management, but has also resulted in the waste of resources, making it impossible for companies to devote more energy to core products and affecting their core competitiveness. On the other hand, too many product categories tend to be overwhelming, adding to the company's cost burden and increasing the company's operational risk.

In the bottleneck of development, many business owners are aware of their own problems, tend to self-change, but many times they are not allowed to do so, and radical reforms have caused companies to fall into even greater dilemma.

In order to reform, we must first understand our own actual situation, evaluate the market share of each stage of our redevelopment process, and then calculate the development potential of the company at that time. Through the derivation of parameters, we have a very good direction for the future reform of the company. The big help comes from the unrealistic data. Through these data, companies know that they should give up timely products that have low market share or insufficient potential. Through the calculation of sales data in different regions, blind expansion can also be avoided, and suitable development bases can be selected according to their actual situation and marketing capabilities.

Of course, the burden on companies is not fixed, and this process is not a straight line but requires a balance between vertical and horizontal considerations. The most important feature of China's market economy is that it develops too rapidly and the market timing changes rapidly. The refinement of the flooring companies may not respond to the experience of Western developed countries. Differing from their persistent specialization, Chinese companies may have to specialize. After all, China’s market is large and the competition is large. The concept of overly demanding specialization is tantamount to a gamble.