長期以來，傳統(tǒng)的方管廠家一直無法擺脫賣場(chǎng)進(jìn)行有戰(zhàn)略性、個(gè)性化的營銷，在“互聯(lián)網(wǎng)+”風(fēng)口下產(chǎn)品、物流、售后服務(wù)等無法很好地適應(yīng)市場(chǎng)需求，是方管廠家“翻船”的一大重要原因。另一方面，電商人才不能各就其位也是一個(gè)重要阻礙。很多傳統(tǒng)方管廠家從工廠到電商，從生產(chǎn)到銷售，并沒有真正懂得電商甚至是方管的人在其位，“所有的問題，他們都推到工廠的身上。這樣，許多正規(guī)的工廠難以和他們合作，而只能找小工廠，這樣問題更多?！庇袠I(yè)內(nèi)人士認(rèn)為，專業(yè)人才的缺失導(dǎo)致目前傳統(tǒng)方管廠家尚不具備電商的基因，這也就根本造成了方管電商不利的生存和發(fā)展局面。互聯(lián)網(wǎng)時(shí)代來臨，電商渠道給方管廠家轉(zhuǎn)型升級(jí)插上了騰飛的翅膀。如今，布局電商領(lǐng)域的方管品牌也越來越多，這充分的迎合了當(dāng)下網(wǎng)絡(luò)購物風(fēng)靡的趨勢(shì)。但是，方管廠家的電商之路上也是荊棘遍布，可以說，門企的電商布局尚未形成良好的商業(yè)模式，那么，面對(duì)這種境況，方管廠家該如何走好這條路?

For a long time, the traditional square tube manufacturers have been unable to get rid of the strategic and personalized marketing. In the "Internet +" outlet, products, logistics, after-sale services and so on can not adapt well to the market demand, which is a major reason for the "capsizing" of the manufacturers. On the other hand, it is also an important obstacle for e-commerce talents not to be on their own. Many traditional square managers, from factories to e-commerce, from production to sales, do not really understand e-commerce or even party managers in their position, "All the problems, they are pushed to the factory. In this way, many regular factories can hardly cooperate with them, but can only find small factories, which is more problematic. Some insiders believe that the lack of professionals has led to the lack of E-commerce genes in traditional square-managed manufacturers, which has fundamentally caused the unfavorable survival and development situation of square-managed e-commerce. With the advent of the Internet era, e-commerce channels have provided a booming wing for the transformation and upgrading of Fangguan manufacturers. Nowadays, there are more and more local brands in the field of layout e-commerce, which fully caters to the current trend of online shopping. However, there are many thorns on the way of the square tube manufacturers. It can be said that the layout of the enterprises has not yet formed a good business model. Then, in the face of this situation, how should the square tube manufacturers take this road?

線上線下分庭抗禮亟需形成閉環(huán)優(yōu)勢(shì)互補(bǔ)

On-line and off-line Chambers are in urgent need of forming closed-loop complementary advantages

不難看出，如今方管廠家在開展電商業(yè)務(wù)時(shí)，思路依然停留在“賣東西”的階段。在操作上僅僅把互聯(lián)網(wǎng)當(dāng)做一個(gè)銷售平臺(tái)，銷售方式也和傳統(tǒng)模式相似。對(duì)于傳統(tǒng)方管人來說，電商似乎只是線下產(chǎn)品的虛擬展廳、統(tǒng)一倉庫和收銀臺(tái)，只要賣得好就OK，賣不好就暫時(shí)不賣，反正方管產(chǎn)品也不太適合在網(wǎng)上銷售，線下永遠(yuǎn)是重點(diǎn)。在這樣的思維模式下，方管廠家的電商平臺(tái)勢(shì)必與原有的線下實(shí)體銷售終端產(chǎn)生利益沖突，引起這些經(jīng)銷商的反彈，最終黯然收?qǐng)觥Ｔ緫?yīng)該互補(bǔ)的兩大渠道，閉環(huán)遲遲無法形成，反倒變成了分庭抗禮的模式。

It is not difficult to see that, when we manage manufacturers in the development of e-commerce business, the thinking is still in the "selling" stage. In operation, the Internet is only regarded as a sales platform, and the sales mode is similar to the traditional mode. For traditional managers, e-commerce seems to be just a virtual exhibition hall, unified warehouse and cashier for offline products. As long as it sells well, OK will not sell for the time being. Anyway, offline products are not suitable for online sales, and offline products will always be the focus. In such a mode of thinking, the business platform of square-controlled manufacturers will inevitably have conflicts of interest with the existing offline sales terminals, which will cause the rebound of these dealers and eventually come to a dark end. The two main channels that should complement each other were unable to form a closed-loop, instead, they became a pattern of divisive resistance to etiquette.

要解決這個(gè)問題，必須從從供應(yīng)鏈的角度重新考慮分工，就是如何讓已有的渠道成為電商的支撐和優(yōu)勢(shì)，而不是互相剝離。

To solve this problem, we must reconsider the division of labor from the perspective of supply chain, that is, how to make the existing channels become the support and advantages of e-commerce, rather than peeling off each other.

互聯(lián)網(wǎng)風(fēng)口下水土不服亟需專業(yè)人才改善局面

Professionals are urgently needed to improve the situation in the face of Internet disobedience

2018年以來，家居業(yè)就發(fā)生了這么兩件大事：一是中國家居行業(yè)首個(gè)香港上市公司皇朝家私，因經(jīng)營乏力不得不出租實(shí)木工廠;二是天津本土代表品牌圣斯克，因流動(dòng)資金鏈斷裂而不得不停工。事實(shí)上，家居企業(yè)倒閉、老板跑路在近兩年已經(jīng)不是什么新聞，這預(yù)示著我國家居業(yè)已進(jìn)入了洗牌期。

Since 2018, two major events have taken place in the household industry: first, the first listed company in Hong Kong, the imperial private sector in China's household industry, which had to rent out solid wood factories because of its weak operation; second, the local representative brand of Sansk in Tianjin, which had to stop work because of the breakdown of the liquidity chain. In fact, the closure of household enterprises and the running of bosses are not news in the past two years, which indicates that our country has entered a shuffling period.