Prefabricated housing companies implement multi-brand strategies, but three major issues hinder their development.

Amidst fierce market competition, many prefabricated house companies have begun to experiment with multi-brand management strategies in order to gain more market share and profit margins through different business directions. There are already quite a few pioneers in the prefabricated house industry.

Lack of differentiation in core values

On the surface, domestic companies' brands all seem to have their own core values ​​and brand positioning, but in reality, the core values ​​of similar companies lack significant differentiation. These brands can temporarily occupy a certain position in the market because consumers are not yet rational in their consumption during China's rapid economic development. As the economy stabilizes and consumers' overall quality improves, their demands for brands will also increase. If the brand is not aligned with their spiritual needs, consumers' desire to buy will not be strong. When a brand is neglected by consumers, it will lose its momentum, and the company's core brand will quickly decline. When the core brand can no longer stand, can other brands survive?

This caused serious internal friction in marketing.

A multi-brand strategy is feasible for a company when it already has a brand performing well in the market and showing strong future growth potential. Adding another brand caters to the needs of different consumer groups, thereby increasing company profits. In practice, we often find that most main brand distributors also operate the company's sub-brands. While operating multiple brands within the same channel can increase distributor loyalty and allow for faster brand launches, the drawbacks are also significant. Distributors' operational teams and resources cannot simultaneously support multiple brands. Furthermore, competition for channel resources can lead to clashes between the company's brands, hindering the company's own brand development and benefiting competitors.

Enterprises need to focus on resource allocation

Marketing resources are always a scarce resource for businesses. To gain a competitive edge in the fierce market, companies need marketing resources with a return on investment that is proportional to the return. Currently, many companies lack reasonable planning in the allocation of marketing resources, and their management and distribution of resources are too humane. For example, if a company's main brand is already established but its sub-brands are lacking in various aspects, the company will invest resources in the sub-brands. When the main brand is attacked in the market, resources will be redirected to protect the main brand.

Enterprises should shed impetuosity and superficiality, and steadily advance the construction and building of their brand brick by brick. A brand needs the accumulation of time, and perseverance is an unwavering belief ; a brand needs the added value of marketing, and continuous accumulation is an unchanging pursuit ; a brand needs the advancement of innovation, and a lasting legacy is also a brand's dream ; a brand needs improved management, and effective management is an eternal theme for enterprises and a strong support for the sustainable development of a brand.