The development of the floor highlights the need to break through development

For a long time, the marketing of Chinese flooring companies has strengthened their advantages, seized the market and seized opportunities. Long-term accumulation, despite the formation of a strong competitive ability, but the progress in the function of the construction of the floor business is not, the overall strength of the flooring business and marketing capabilities are not matched with the scale of the floor company's market. In a certain sense, marketing brings profits to floor entrepreneurs, while floor entrepreneurs determine corporate marketing strategies. At the same time, floor entrepreneurs' marketing strategies also determine whether they can create marketing-upgraded super businesses. However, a large number of dominant flooring companies have taken great actions in terms of internationalization or brand mergers and acquisitions. However, the foundation of the flooring business is weak, including the very weak marketing foundation. There are no qualified entrepreneurs and excellent managers. Supporting and marketing is too big to be risky. Moreover, the expansion of the company's scale and the accumulation of intellectual capital also make marketing very tangled, making the intellectual capital, including patents, brands, unique business models, and professionals and managers, as well as the intellectual capital of their interactive relationships, a very weak point for corporate marketing. Although China's flooring companies have made great strides, they are still tangled with weak foundations that make marketing impossible to upgrade smoothly.

The shortcomings in the extensive development of the floor highlight the occupied space through the growth of the industry to achieve the gap between the economic development of the region, due to the existence of the urban-rural dual structure, because we are at the bottom of the world's industrial chain, so the Chinese economy has a huge strategic space. But for the floor companies, occupying this huge strategic space is achieved through the industry growth space. The growth of the industry is mainly reflected in two aspects: one is the growth of sales; the other is the growth of sales value. The increase in sales is reflected in the continuous expansion of the market; the increase in sales value is reflected in the continuous upgrading of products. If an industry market continues to expand and accompanied by product upgrades, then the industry will behave as a breakthrough growth, keep one, and corporate growth is not a problem. If there are problems in both areas, then, under the premise of sluggish growth in the industry, enterprises must be in a difficult situation.

On the one hand, there is a huge strategic space for corporate marketing; on the other hand, the growth of the industry is squeezed. This entanglement reflects the fact that Chinese companies are still immature in grasping the relationship between corporate development and industry cycles and lack experience.

The scale of investment in intangible assets Observing a company's ability to profitably develop can't just evaluate the scale of its production factors. More important than the factors of production are new concepts and ideas that are more economical. If a floor company does not have its own new ideas and ideas, then it cannot be a super enterprise. Without these things, there is not enough capacity to integrate resources, and we do not have enough room for development.

When observing the profitability of the floor companies, the most important thing is the history and scale of the investment in the intangible assets of the flooring companies. The intangible assets referred to here include: intellectual property, corporate brands, data and information in the newly developed products and processes, the organization's own organizational operating model, and human resource development capabilities (training and appointment models). Floor companies’ intangible assets and even floors determine which country a company belongs to. In other words, these "intangible and tangible things" have very strong national colors. They can be bought without money, but many companies are tangled in the contradictions between the two.

The strategy of opening higher and lowering for a long time China's flooring companies, especially today's industry leaders, insist on a combination of marketing first-line strategies and low-market markets. Undoubtedly, the course of development of Chinese companies has proven that such a "higher-than-lower" strategy is correct and effective. However, on the one hand, the competition in the low-line market is fierce, and on the other hand, the low-line market is changing rapidly. This poses a great challenge for the flooring companies to substantially promote the marketing frontline strategy. Even today, even the industry's leading companies, market players are still in the low-end market.

Due to the irresolute consideration of the business, it is impossible for the company to fully promote its marketing strategy. At the same time, the multinational corporations in the front line almost calmly established the “firewall” of the market. At one time, the leading enterprises in the local industry are in a very paralysed position. They cannot continue to grow through the market that captures small and medium-sized enterprises, and they are unable to seize the power of multinational corporations. The market continues to upgrade. The entanglement in these marketing has made China's flooring companies, especially the leading companies in the industry, very difficult. Faced with greater room for development, neither the industry fulcrum can be found, and the ills of its own long-term extensive development are also highlighted at this time.