How to make money with integrated stoves has always been a core topic that people in all industries are thinking about. This is not only related to whether the own brand can have core competitiveness in the same market resources, but also determines the loyalty and contribution rate of agents to the agent brand, truly forming a win-win situation of brand-channel-terminal cycle.

After more than 20 years of development, the integrated stove industry has now entered a period of rapid development, and the awareness of the industry has also reached new highs. The integrated stove has opened a new and magnificent chapter. With the arrival of 2017, many integrated stove companies have been building plank roads since last year, and various brands have already smelled the strong smell of gunpowder in the early stage of investment promotion. All kinds of investment promotion and marketing activities are colorful, with various themes and concepts that are dazzling, and they compete in industry exhibitions with great momentum and grandeur.

Agents also pay close attention to industry trends and begin to look for integrated stove brands that meet the competitive advantages of the local market. According to industry insiders, agents' willingness (motivation) to choose brands is divided into two categories: one type of agents themselves are operating urban brands and want to change professional brands through the special policies given by manufacturers at the beginning of each year, or join an additional mid-to-high-end brand to gain high-profit market opportunities; the other type are those operating in the integrated stove supporting industry or other building materials industries. Agents, because integrated stoves are the bulk of home decoration consumption, lead the leading trend. Many typical cross-border brands in the integrated stove industry have also penetrated from the electrical appliances and home furnishing industries. They control the first profit source from "supporting to leading". They act as agents for a brand that is in line with their own operating capabilities, occupy regional cities as early as possible, and seize market opportunities first.

In fact, because there are thousands of brands in the integrated stove industry in my country, and the huge number of brands to attract agent brands, the key is to look at the unique marketing concepts and operating methods of integrated stove companies. Zhongcheng stove companies try their best to exaggerate the competitive differences and advantages with brands in the same class. The integrated stove company conveys to the intended agents the concept of "this is how integrated stoves make money." This means that the key to making money is because we have selling points and advantages over a certain brand in the industry. The focus of profit is directly focused on the differences with a certain brand, leading agents into a misunderstanding of communication and judgment. In addition, integrated stove agents have more or less a sense of urgency and impulsiveness in the entire branding process, and the relationship between them becomes easy and natural.

After agents joined, they discovered that their brands had no market competitive advantage, and cooperation turned into complaints and complaints. Regional managers did not dare to communicate directly with agents and failed to penetrate the regional market. As a result, agents lost confidence in the brand and lost their development direction. It is a foregone conclusion before it can compete head-on with other brands. This phenomenon is a common typical case among current integrated stove brands.

What is a brand to agents? Industry insiders believe that "brands turn into cash." Who is responsible for brand realization? The primary responsibility lies with integrated stove companies. In order to quickly improve the channel network in the target regional market, integrated stove companies transfer the "monetization" ability of agents' brands to whether they can surpass the competitive situation of brands on the same level, deviating from the true track of brand creation and channels. At the same time, this deep-rooted traditional concept is completely passed on to our agents.

The integrated stove industry should form a healthy and orderly competition pattern as soon as possible. The relationship between integrated stove enterprises → agents → end customers must be innovated from the "communication   sales" model to "communication & nbsp; education". Domestic household integrated stove companies rarely analyze the characteristics of their own industry in depth. Many companies and agents are more willing to discuss industry brand competition. People in the industry understand "how to make money with integrated stoves": consumer customers in the end market are our competitors. The core of competition should not be entirely focused on how to compete head-on with other brands, because what you are fighting for is customer profits, rather than measuring competitors as a winning tactic for implementing brand strategy and channel expansion.

The brave ones keep moving forward and perceive the future first. It is necessary for integrated stove companies to form a core team of channel strategy and independently and systematically explore the customer characteristics and consumption habits of the terminal market. The concept of "customers are our competitors" is in line with specific requirements