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模仿者困境破局：家具业‘源氏木语’启示

来源：家居百科时间：2025年12月18日 11:19

From Imitation to Breakthrough: The Journey of Furniture Brands

Editor's Note: In the previous article "The Engine of Integrated Brands", we deeply analyzed how "integrated brands" like Yanji MuYu, Linshi MuYe, etc., break the traditional furniture industry's scale curse with the innovative model of "central brain + distributed limbs". However, a successful business model will inevitably attract a lot of followers and imitators. What will be the fate of these imitators? Will they struggle in the red sea, or can they开辟 new territories? This article, as a companion piece, shifts the perspective from the "pioneer" of the model to the "imitator and challenger" that follows. We will see that simple imitation will only lead to a dead end, while strategic micro-innovation based on deep market insight and value upgrading can help enterprises find a way out of the deadlock even under the shadow of giants, and even challenge the existing pattern. The future of the industry depends on this collective leap from imitation to transcendence.

In the competitive landscape of the home and kitchen industry, when a successful model (such as "integrated brand") is verified by the market, "imitation" becomes a more natural and common strategic choice. However, the vast majority of imitators are trapped in the quagmire of homogenized competition, struggling in the red ocean of price wars; at the same time, there are also a few players who, with their exquisite tactical layout and strategic micro-innovation, reveal another possible way to survive and even thrive under the shadow of giants. The fate of imitators is not only deadlock, the key lies in whether they can find the door to break the deadlock.

Imitation's Fate: The Deadlock of Homogenization

The primary form of imitators is simple copying and following. They aim at the successful products of market leaders (such as Yanji MuYu) and highly imitate them in appearance and material, and the only competitive weapon is lower price. This strategy seems low-risk and easy to operate, but it is actually very likely to fall into a "death spiral":

1. Profit Margins Continue to Narrow

When all players provide indistinguishable products, the core basis for consumer decision-making is only price. A round after another of price cuts constantly erodes the thin profit of enterprises, causing them to lose the ability to reinvest in research and development, design, brand building, and user service.

2. Brand Value Cannot Be Established

Without unique brand identification and value proposition, the enterprise will always be "another cheap choice", unable to establish customer loyalty, and its business model is fragile, any new, lower price may easily take away its customers.

3. Supply Chain Passively Controlled

In order to maintain low prices, it is often necessary to make compromises in raw materials and technology, or be extremely dependent on the scale and efficiency of the upstream supply chain. Once the supply chain fluctuates, its cost advantage will be gone.

This is the most common deadlock of imitators, staying in the "competitively turbulent period" of the product life cycle theory, and difficult to move towards a healthy "sustainable maturity period". They only see the visible part of the "integrated brand" (product, price), but are unable to replicate its underwater foundation - a precise supply chain collaboration system, a data-driven agile operation system, and a deep-seated brand cognition.

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