Building Materials_Domestic Market
Layout
1. Analysis background introduction
This case comes from a leading building
materials manufacturing enterprise, focusing on providing high-quality,
innovative and environmentally friendly building materials products for the
domestic and foreign construction industry. The company has many years of
industry experience and has established a good brand reputation in the market.
The products cover cement, ceramic tiles, steel, glass and other building
materials, and are widely used in a variety of construction types such as
residential, commercial and industrial.
With the continuous changes in market
demand and the rapid development of the construction industry, the company is
not only committed to improving product quality, but also makes strategic
planning in terms of channel construction and market layout to meet the growing
market demand. The company has now established production bases in many
provinces and regions, and formed a nationwide sales network. However, with the
intensification of industry competition and changes in the market environment,
how to maintain and expand our market share in the domestic market has become a
key issue for the future development of the company.
2. Statement of key issues
At present, enterprises have not been
fully covered in some areas, especially in second- and third-tier cities and
county-level markets. The existing market layout needs to be optimized. Some
areas have not been developed or have little competition, and there is a large
market potential.
The existing dealer network may have
problems such as unevenness, low coverage, low efficiency, etc., which will
affect the smooth progress of market expansion and sales.
3. Analyze the plan
3.1 Determine key data indicators.
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Serial number
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Name of the indicator
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Paraphrase
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Analysis angle
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1
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Blank Province
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Blank province refers to the area
where building materials enterprises have no layout or zero market share in a
certain province.
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This indicator can help identify
potential markets that have not yet been developed. Analysis of emptyThe
economic development, construction demand, policy support and other factors
of Bai Province should be assessed whether there is a time and necessity to
enter.
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2
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Blank County
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Blank county refers to the
county-level market that has not been covered by enterprises. These
county-level markets are relatively small, but there may be a certain
consumer demand.
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Strategically, these blank county
markets can be regarded as opportunities to expand, especially when other
competitors have not yet laid out. Enterprises can fill this gap and expand
their market share through targeted marketing and channel construction.
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3
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Blank market
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Blank market refers to the situation
that enterprises have no market coverage in some cities.These cities may be
sub-cities or areas other than provincial capitals.
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The development of blank cities has
great growth potential. Enterprises can judge whether it is worth investing
and entering these markets by deeply understanding the construction planning,
development trend and other factors of these cities.
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4
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Blank building materials market
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It refers to the market where there is
no supply of building materials in some areas. In some places, such markets
may be due to gaps caused by insufficient competition or undeveloped markets.
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Enterprises can use this indicator to
find out which areas' demand for building materials has not been met. Through
the research on market demand and the development of a potential blank
building materials market, the market share can be improved.
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5
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Number of dealers
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The number of dealers refers to the
total number of dealers cooperating with enterprises, including retailers,
wholesalers, distributors, etc.
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This indicator can reflect the breadth
of the company's market channels and the health of the distribution network.
The increase in the number of dealers usually means market expansion and the
improvement of brand influence.
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6
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The number of alliance units
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The number of alliance units refers to
the number of alliances formed by enterprises with other partners (such as
building materials suppliers, dealers, engineering companies, etc.).
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This indicator helps to understand the
scale of the cooperative network. By forming alliances with other forces in
the industry, enterprises can get more resources and support in the
market.The expansion of the alliance may be a way for enterprises to improve
their competitiveness.
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7
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Number of dealers
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The number of dealers refers to the
total number of dealers cooperating with enterprises, including retailers,
wholesalers, distributors, etc.
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This indicator can reflect the breadth
of the company's market channels and the health of the distribution network.
The increase in the number of dealers usually means market expansion and the
improvement of brand influence.
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8
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Dealer development goals
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Dealer development target refers to
the number of dealers that enterprises want to develop within a certain
period of time.
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This goal can help clarify the market
expansion plan of the enterprise.Analyze the reasonableness of the target,
combine it with the actual market situation, ensure the feasibility of the
development plan, and adjust the target according to the actual completion.
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9
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Cumulative number of annual
developments
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The cumulative number of annual
development refers to the total number of distributors or market channels
successfully developed by the enterprise in a year.
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This indicator reflects the speed and
ability of the enterprise to expand its market. By analyzing the data, we can
evaluate the effectiveness of the marketing strategy and the execution of the
sales team, and determine whether it is necessary to increase resource
investment.
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Ten
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The proportion of delivery amount
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The proportion of delivery amount
refers to the proportion of the delivery amount of a region or market in the
total delivery amount of the enterprise.
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This indicator helps to understand the
contribution of different regions or markets to overall sales. Through the
analysis of the proportion of shipments in each region, we can find hot sales
areas and evaluate whether the allocation of marketing resources is
reasonable.
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11
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National building materials market
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The national number of building
materials markets refers to the total number of all building materials
markets nationwide, which may include building materials markets of various
sizes, building materials shopping malls, etc.
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This indicator helps to understand the
market capacity and competition pattern of the industry. Through the analysis
of the distribution of the national building materials market, enterprises
can determine their own market share and potential areas for future
expansion.
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12
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Non-blank building materials market
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The non-blank building materials
market refers to areas where competitors have entered and have a certain
market share, which are no longer blank areas.
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Analyzing the performance of the
non-blank building materials market can help enterprises identify the
existing competitive situation and market demand.
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13
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Market share of non-blank building
materials
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The proportion of the non-blank
building materials market refers to the proportion of the building materials
market that has been laid out by competitors to the total number of national
building materials markets.
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This indicator helps to understand the
fierceness of the market.
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Description: The indicators selected in
this case are common indicators in the analysis. In the analysis work, it
shouldPrioritize the indicators that have the greatest impact on the business
to ensure that the purpose of the analysis is consistent with the business
goals and key performance. When analyzing the domestic market layout,
enterprises need to combine these indicators, systematically analyze the market
demand, competitive trend, development potential and their own resource
advantages in each region, and formulate reasonable market expansion and
resource allocation strategies.
3.2 Power BI Visualization Scheme
Note: The DEMO page data is simulated
data, which is for reference only to the analysis angle and Power BI function
display, and does not involve any actual business data.
4. Analysis and interpretation
Through a comprehensive understanding of
the distribution of the national building materials market and the blank
market, help enterprises grasp the competitive trend of the market.
By analyzing key indicators such as the
number of existing dealers, development targets and the cumulative number of
annual development, we can evaluate the effectiveness of existing dealer
channels, optimize the layout of dealer networks, adjust inappropriate dealer
configurations, and improve the effectiveness and market coverage of channels.
5. Application effect
By identifying blank provinces, cities,
counties and other market areas that are not fully developed or less
competitive, enterprises can accurately locate potential growth points. These
regions usually have large market potential and relatively little competitive
pressure. Therefore, by analyzing relevant data, enterprises can:
Quickly enter potential markets: quickly
occupy those markets that have not been fully developed, and take advantage of
lower market entry costs and competitive advantages to occupy a first-mover
advantage.
Improve market penetration: carry out
effective marketing and sales promotion in these blank markets, improve the
market penetration of products, and build strong brand influence.
Optimize resource allocation: allocate
resources to market development according to regional potential, avoid
over-exploitation of saturated markets, and concentrate resources in areas with
high growth potential.
Through the analysis of the number of
dealers, the cumulative number of annual development, the development target of
dealers and other data, enterprises can better understand the distribution and
effectiveness of the existing dealer network, so as to achieve:
Improve channel coverage: analyze the
number and distribution of dealers in various regions, find opportunities to
cover blank areas, make up for the gaps of dealers, and enhance channel
penetration.
Improve the effectiveness of dealer
cooperation: By optimizing the selection and management of dealers, ensure that
each dealer can effectively promote product sales in the area under their
responsibility and improve the sales conversion rate.
Reduce channel costs: Through accurate
market analysis, avoid redundant or inefficient dealer networks, reduce channel
management costs, and ensure the efficient operation of channels.