美沃李阳：以务实耕耘应万变 在存量博弈中求长效

Core Viewpoint - In 2025, the Chinese home furnishing industry is undergoing significant transformations across market, consumer, and policy dimensions, with companies needing to make strategic decisions that are critical for their survival and competitiveness [1] Group 1: Internal Operations and Efficiency - The core strategy for 2025 is defined as "cultivation," focusing on enhancing internal operational efficiency rather than aggressive market expansion [3] - The company aims to achieve cost leadership by optimizing production processes, improving raw material utilization, shortening delivery cycles, and accelerating inventory turnover [3] - The goal is to offer competitive pricing to distributors and consumers by transforming saved costs into "high quality at low prices," thereby establishing a solid competitive barrier in the market [3] Group 2: Channel Empowerment - The company has shifted from a popular "accompanying" training model to a more pragmatic "traffic management" solution for empowering distributors [5] - Recognizing that most distributors excel in product explanation and delivery rather than content creation, the company provides comprehensive traffic operation services, allowing distributors to focus on customer conversion [6] - This "central kitchen" model emphasizes professional division of labor and maximization of efficiency, ensuring distributors can continuously access high-quality resources in a competitive environment [6] Group 3: Product Strategy and International Expansion - The company has developed a clear product map and scenario-based solutions targeting the high-end market, focusing on "large apartments and villas" [8] - It emphasizes quality-price ratio and cost control, opposing detrimental competition that sacrifices material quality [8] - The company adopts a "cautiously optimistic" approach to international expansion, preferring to establish partnerships and flagship stores in target countries rather than merely exporting products [8] - Plans are in place to open the first overseas stores in 2026 after securing cooperation intentions in two developed countries [8] Group 4: Long-term Strategy for 2026 - The 2026 strategy is centered on "repeating successful actions and improving from 80 to 90 points," focusing on deepening and enhancing already validated strategies [10] - The company aims to optimize product matrices and channel efficiency while exploring renovation demand in the domestic market [10] - It plans to steadily expand into new overseas markets and enhance internal operations and service standards to solidify core competitiveness [10] - The company maintains a "calmly optimistic" outlook on industry trends, believing that the large population and existing housing stock in China will sustain significant market demand [10] Group 5: Industry Insights - The company's approach in 2025 revolves around "pragmatism" and "deep cultivation," relying on systematic internal development and genuine value delivery to navigate through industry uncertainties [12] - This strategy suggests that companies capable of focusing on "cultivation" will provide valuable insights into "endurance" rather than just "explosiveness" for the transformation and upgrading of the home furnishing manufacturing industry [12]