The document provides an overview of the profit making strategy of the Indian furniture industry. It discusses the size and segments of the Indian furniture market, which is estimated at Rs. 35,000 crore with 85% in the unorganized sector. It also examines factors influencing buying trends in India such as exposure to foreign furniture brands and a growing emphasis on home decor among the middle class. The strategy focuses on delivering products within 3-20 days to meet demand from residential and commercial customers.
Original Description:
Country wise comparative analysis of furniture industry
The document provides an overview of the profit making strategy of the Indian furniture industry. It discusses the size and segments of the Indian furniture market, which is estimated at Rs. 35,000 crore with 85% in the unorganized sector. It also examines factors influencing buying trends in India such as exposure to foreign furniture brands and a growing emphasis on home decor among the middle class. The strategy focuses on delivering products within 3-20 days to meet demand from residential and commercial customers.
The document provides an overview of the profit making strategy of the Indian furniture industry. It discusses the size and segments of the Indian furniture market, which is estimated at Rs. 35,000 crore with 85% in the unorganized sector. It also examines factors influencing buying trends in India such as exposure to foreign furniture brands and a growing emphasis on home decor among the middle class. The strategy focuses on delivering products within 3-20 days to meet demand from residential and commercial customers.
(Assignment in the subject of Managerial Economics submitted on 25.9.2014)
SUBMITTED BY: SUBMITTED TO: Digvijay Singh (Roll no. 1058), Kriti Gupta (Roll no. 1062), Madhurima Gadre (Roll no. 1063) Semester III (Batch of 2018)- BBA. LLB
Dr. Rituparno Das, Faculty of Management, NLU Jodhpur.
National Law University, Jodhpur (Session of July-November 2014) 2
ACKNOWLEDGEMENT
We take this opportunity to express my profound gratitude and deep regards to my guide Dr. Rituparno Das for his exemplary guidance, monitoring and constant encouragement throughout the course of this assignment. The blessing, help and guidance given by him from time to time shall carry me a long way in the journey of knowledge on which I am about to embark.
We also take this opportunity to express a deep sense of gratitude to the staff of the library for their cordial support and valuable information, which helped me in completing this task through various stages.
We are thankful to the staff members of NLU, Jodhpur for the valuable information provided by them in their respective fields. I am grateful for their cooperation during my venture.
Through the medium of this assignment in the subject of Managerial economics, we have tried our best in giving the reader a full analysis of the Profit Making Strategy of Furniture Industry and its various aspects. I sincerely hope that after going through my work on this topic, one will be enlightened on the subject.
Lastly, we thank everyone for their constant encouragement without which this Herculean task would not be possible.
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TABLE OF CONTENTS
TABLE OF CONTENTS3 OBJECTIVES..4 RESEARCH METHODOLOGY..4 INTRODUCTION........................................................................................................5 CHAPTER 1: INDIAN FURNITURE INDUSTRY...........................................6 CHAPTER 2: PROFIT MAKING STRATEGY OF THE INDIAN FURNITURE INDUSTRY...........................9 CHAPTER 3: COUNTRY-WISE COMPARATIVE ANALYSIS...13 LIMITATIONS.........................................................................................................23 CONCLUSION...................24 BIBLIOGRAPHY......................................................................................................26
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OBJECTIVES:
1. To understand the various concepts relating to Profit Making Strategy of Industries. 2. To study the application of the concepts relating to Profit Making Strategy on the Furniture Industry in India. 3. To analyze on a comparative basis the Profit Making Strategy in Indian Furniture Industry with that of the Furniture Industry in other countries.
RESEARCH METHODOLOGY:
Primary sources for data required for the study of this topic include books, journals, reports etc. These sources are available in the library and also on online databases. Secondary sources will include articles, commentaries, & other information which is available on various websites on the internet. Firstly, the various concepts relating to Profit Making Strategy are thoroughly discussed. Then, the application of the concepts relating to Profit Making Strategy on the Furniture Industry in India is studied in detail. The assignment is concluded by a comparative analysis of the Profit Making Strategy in Indian Furniture Industry with that of the Furniture Industry in other countries.
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INTRODUCTION
This assignment seeks to provide a detailed overview of the Furniture market in India in comparison to the Furniture Industry in America and China with relevant facts and figures regarding the structure and size, consumption, growth rates, key players, main challenges, restraints, international trade as well as an indication of future outlook of the industry. Key players in the Indian Furniture Industry are: Fabfurnish, sponsored by German start-up incubator Rocket Internet; Pepperfry, funded by Norwest Venture Partners and Flipkart. The Indian home and furnishing market is pegged at $20 billion (Rs 1.2 lakh crore), half of which is expected to be in the furniture category. By 2017, the total expected to grow to $30 billion. Profit margin is generally between 10-25%. Product delivery strategy is as follows: Most companies in the furniture category promise delivery between three and 20 days. On a general note, about 90 per cent of the orders are prepaid and for orders of more than Rs 10,000 (on an average), one cannot avail of cash-on- delivery. As the delivery mechanism is stretched (first, products are brought from vendors to the warehouse; subsequently, these are transported to consumers, often through third party suppliers), ensuring products aren't damaged becomes a challenge. The Indian Furniture market accounts to about $20 billion (Rs 1.2 lakh crore), of which the furniture segment accounts for about half. As about 90 per cent of the market is unorganized, it is an attractive avenue for online players. At a time when Swedish furniture major IKEA is planning to roll out its stores in India, online retailers are becoming increasingly active in this segment. German Rocket Internet-sponsored FabFurnish and Norwest Venture Partners-funded Pepperfry are among those who have entered the furniture segment. From Maharaja Beds to wardrobes, these websites allow one to buy all furniture online. It is expected leading e- commerce player Flipkart will step into the furniture category later this year.
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CHAPTER 1: I NDI AN FURNI TURE I NDUSTRY
A. OVERVIEW OF THE FURNITURE MARKET:
The furniture industry in India is estimated to be worth Euro 5 Billion. Within this, the wooden furniture accounts for Euro 750 million. Of this the imported furniture market is currently worth Euro 75 million and is growing at 50 - 60% each year. The furniture sector in India only makes a marginal contribution to the GDP, representing about 0.5 per cent of the total GDP. The major part of this industry is in the informal sector which is, about 85%. The remaining 15% is in the formal sector and is made up of manufactures and importers catering to the various segment of the industry.
Size of the Industry The Indian furniture industry is estimated at around Rs 35,000 crore (Rs 350 billion). Eighty-five per cent of this falls into the unorganized sector
Geographical distribution
All the metropolitan cities Output per annum The market of wooden furniture solely owns the share of nearly Rs. 60 crore Percentage in world market India was the biggest furniture importer in 2004-05, with a 17 % share in furniture imports worldwide.
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Some of the major segments in furniture industry are Residential, Office, Contract and Institutional. There are other segments also based on the application (Kitchen, Bathroom, Bedroom, etc.) or on the raw material (wooden, plastic, metal, bamboo, etc). These industry segments include big payers from the formal sector such as Godrej & Boyce Manufacturing Co. Ltd., BP Ergo, Featherlite, Haworth, Style Spa, Yantra, Renaissance, Millenium Lifestyles, Durian, Kian, Tangent, Furniture Concepts, Furniturewala, Zuari, Truzo, N R Jasani & Company, V3 Engineers, PSL Modular Furniture, etc. According to one market survey, home improvements (38%) and leisure holidays (37%) as the two pursuits Indian consumers are willing to indulge in. Many of the world's leading home fashion brands are available in India through domestic retail outlets.
Imports of Furniture in India In Euro Millions \Year 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Total Imports of furniture 15.67 24.66 43.44 69.49 114.17
B. FACTORS INFLUENCING THE BUYING TRENDS:
While upwardly mobile Indians are increasingly buying differently styled foreign furniture, they need to guard against poor stuff. Interior design for homes is no longer the preserve of the rich and wealthy. The concept of good living is catching up with the middle class Indians. They do not mind spending an extra buck in decorating their new homes. This has resulted in a boom in the dcor market. Imported and designer seem to be the key words when it comes to buying furniture at home. It's hardly surprising, considering that more and more foreign furniture manufacturers and traders have been finding their way into the country of late. Consumer strategy can be briefed as follows: While decorating a new residence: Buying Decision is left to a Builder/Architect/Interior Decorator or the owner. 8
While renovating a Residence: Buying Decision is made by an Interior Designer or by the owner. While furnishing a commercial complex: Buying Decision is made by the Builder/Architect/Interior Designer. The major reason that has propelled the growth of the imported furniture market is the exposure that the Indian people have received thanks to globalization. The media too has played a very vital role in exposing the people to good living. Exposure coupled with easy availability of funds have made more and more urban middle class couples to look for interior decorators while doing up their houses. In conclusion, it is important to target the following: Architects, Builders, Interior Designers and Participation in Furniture / Interiors Trade Fairs for good exposure.
C. TARIFFS AND IMPORT POLICY:
In recognition of the significance of the continued supply of imported logs to its wood- processing industry and following court-ordered restrictions on domestic logging in 1994-95, the Government of India began liberalizing wood product imports in 1995. Since then, there has been a gradual decrease in import duties on wood and wood products. For example, until 1995, logs were the only wood product item freely-importable to India with a duty of 15%. Imports of other wood products were only against advanced licenses or special import licenses. Since 1996, import licensing requirements (quantitative restrictions) have been progressively removed on round wood, sawn lumber and several value-added products. By April 2000, there were no quantitative restrictions on any import tariff line in the entire forestry sector, with the sole exception of newsprint. Today, the situation is that logs are subject to a duty of around 5%, while the ad valorem duty payable on lumber is 20% and the duty on veneer and wood-based panels is 40%. The duties were reduced in February/March, 2004 and further cuts are planned, as part of an on-going commitment to WTO. However, market commentators suggest that the duties on lumber and veneer will never be dropped completely and may even rest at around 15% for the long-term.
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CHAPTER 2: PROFI T MAKI NG STRATEGY OF THE I NDI AN FURNI TURE I NDUSTRY
Profit maximization refers to the sales level where profits are highest. It is the process that companies undergo to determine the best output and price levels in order to maximize its return. The company will usually adjust influential factors such as production costs, sale prices, and output levels as a way of reaching its profit goal. Profit maximization is a good thing for a company, but can be a bad thing for consumers if the company starts to use cheaper products or decides to raise prices. Basic profit maximization strategy used by all firms can be summarized as follows:
I. Increasing Revenue [selling more]:
There are several ways to increase revenues. To apply this profit maximization option, here are four things that a firm can do- Firstly, increase the quantity of sales, for example by better marketing the product or improving quality. Analyze where money is majorly coming in from and focus on making more sales in those product/service categories. Secondly, up-sell to existing customers, for example by persuading them to buy enhanced services or accessories. Thirdly, diversify into selling a wider range of products. Fourthly, revise pricing to produce a more efficient balance of the number of sales and the revenue from each sale.
II. Decreasing Expenses [cutting costs]:
There are also several ways to cut costs. To apply this profit maximization option, here are four things that a firm can do- Firstly, analyze where money is being spent. Overhead is one of the biggest categories of expenses that business owners face. 10
Secondly, negotiate cheaper prices for supplies, particularly when buying in bulk. Thirdly, make the manufacturing process more efficient, for example by breaking it down into individual tasks and setting up a production line system. Improving your business processes can reduce wastages financially. Always adopt time saving and production boosting technologies. Fourthly, buy equipment you currently lease, or lease the ones you currently need to buy or do a hire purchase. Assessing costs here may require taking a long-term view.
Now that we have dealt with the basic profit maximization strategy used by all firms, we proceed to the analysis of the profit-maximization strategy of the Indian Furniture Industry. The following methods form a part of the Profit Maximization Strategy which is employed by the Furniture Industry in India. The weightage given to the following methods may differ from firm to firm but basically, all firms in the Indian Furniture Industry use the following strategies:
A. OUTSOURCING:
One of the biggest sources of expenditure for businesses is human resources. Because no entrepreneur can do all that is required to move their business forward, theres always a need for talented people in every company, big or small. But for majority of small business owners, the owner does not have to employ all the talents he needs on full time. No matter which firm (small or big) in the Furniture Industry is in question, they all probably have work that can be outsourced for a minimal fee. The firm looks for strategic partners who can offer certain freelance or outsourcing services on a pay-as-you-go basis. Design projects, press releases and website content are all things the owner can stop doing in-house. The owner can thus, focus on full-time employees on revenue-building projects and send simple tasks out for freelancers to complete. By doing so, overhead expenses of the firm will be reduced and thus, there will be an increase in the firms profitability.
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B. RAISING OF PRICES:
One of the easiest ways to maximize profits is to increase prices. Having a good business is not all about offering the lowest price. Sure, its what some people may be looking for, but for many, quality and customer service are equally important. If the firm has a superior product, it should not shy away from charging a superior price. The firm may lose a few customers at first, but studies show they customers likely to return for a quality product or valuable customer service options. Also, reviewing the cost structure is necessary. The firm has to make sure that there is a sufficient markup on the goods. When the cost of raw materials and related costs increase, the additional costs need to be included in the selling price. Reviewing the cost structure on a regular basis will help keep track of costs that are on the rise before the cost is too great to completely include in the selling price.
C. FINDING A NEW ENERGY SUPPLIER:
Energy is an expense that every company has to deal with. It is one of the key areas where recurring expenses flow. So if the firms owner does not look around for energy rates regularly, it could prove costly. In developed countries and deregulated areas, businesses are able to choose their own energy suppliers. Many suppliers offer competitively low rates that might be better than what the firm is currently paying. And if the object is to make the business more sustainable, many suppliers offer green energy made from wind and solar resources. The most important takeaway is that even a penny difference in energy prices can have a significant effect on the profits.
D. BORROWING BEST PRACTICES FROM OTHERS:
The business model does not have to reinvent the wheel since; it is okay to copy best practices from others, especially from outside the industry. This includes finding out whats working for the competition or similar companies and implement it in your business. There is nothing wrong with having a business model that works well, even if it is similar to another company. The point 12
is to find a way to differentiate the firms offering (product/service i.e. in this case, furniture) with that of other firms. If a competitor is excelling with customer engagement, the firm needs to mimic it. If it is using different technology, look into it.
E. EDUCATING POTENTIAL CUSTOMERS:
If people are not aware of the existence of a particular firms product, then there may be a problem increasing profits. In the age of digital media, its just silly not to have an online presence. Create a website, join Facebook and blog about your industry. It is crucial to let everyone know about your company and how great your product is. The firm can also take it one step further by creating advertisements for the company. Choose mediums that an ideal customer would be using. TV, radio, print and online are just a few of the many platforms on which a Company can advertise. Once sufficient attention has been gained, work on engaging the customers. The firm has to create relationships that will keep them coming back for more.
The above methods are exhaustive in nature and form a part of the Profit Maximization Strategy which is employed by the Furniture Industry in India. As stated earlier, the weightage given to these methods may differ from firm to firm but basically, all firms in the Indian Furniture Industry use only the above strategies.
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CHAPTER 3: COUNTRY-WI SE COMPARATI VE ANALYSI S
The furniture industry in America and China has been analyzed in this chapter. The furniture industries in both these countries have been analyzed individually so that the conditions and market circumstances in both these countries and its effect on the furniture industry can be brought out properly.
A. ANALYSIS OF THE AMERICAN FURNITURE INDUSTRY
a. I ntroduction to the American Furniture I ndustry:
While the first decade of the 21 st century was a dark and bleak time for the American Furniture Industry- a deadly combination of the domestic economic meltdown, the competitive onslaught of offshore manufacturing and shrinking demand, there now seems to be a glimmer of hope for the Furniture Industry. Although not yet effusive about the future, economists and furniture insiders have begun to loosen the death grip on projections and forecasts. Unfortunately, this optimism comes too late for the legions of manufacturers and retailers who couldnt weather the economic storm and were forced into bankruptcy and liquidation. In August, 2013, Furniture Brands International, one of the largest residential furniture makers in the United States, representing the Broyhill, Thomasville, Drexel Heritage, Lane, Hickory, La Barge, Lane Venture, Maitland-Smith, Pearson and Henredon brands- voluntarily delisted its stock from the New York Stock Exchange because its market capitalization had fallen below the New York Stock Exchanges listing requirement. In early September, the Company filed for Chapter 11 i.e. bankruptcy protection. The future of the Company, including opportunities for restructuring, will remain to be seen. The sale of the business seems inevitable, although the possibility that not all individual brands represented by Furniture Brands will be purchased by the same suitor is a real one. One thing is for sure- this situation will create competitive advantages for other industry players, at least in the short term. Following are the significant findings about the American Furniture Industry: 14
With labor costs on the rise, manufacturing in China may not be the most cost-effective option for U.S. furniture manufacturers. Momentum in the U.S. housing market will continue to impact furniture manufacturing- both positively and negatively. Consumer preferences are changing dramatically as the Baby Boomers exit and a younger generation enters the market. Consumers control retail distribution channels, even as manufacturers try to dictate how furniture buying is done. While quality is critical, it is no longer the most important variable in the manufacturing process. Technology, logistical efficiencies and agility are growing in importance. For those willing to invest the time and effort, export markets may be opening up. Inadequate marketing and branding continues to plague the industry, especially in the areas of new media.
b. Overview of American Furniture I ndustry:
In many respects, the Furniture Industry is much stronger in 2013 than it was in 2009. Although most manufacturing has remained overseas, many furniture companies have seen consistent increases in sales and profits during this period. In 2012, furniture imports rose 9%. This is a trend that is expected to continue as Russia, India and Eastern Europe enter the Import Market. The industry as a whole has seen great improvements over the past few years. After a 13% drop in sales in 2009, new orders have increased 4-6% every year. As of 2012, orders were up 16.5% from 2009 and up 1.38% from 2008. This steady increase is expected to continue in the coming years. 15
c. Manufacturing aspect:
Although overseas manufacturing has provided significant cost benefits, manufacturers are rethinking whether to stay. There are several emerging problems with manufacturing in China and other Far East countries. First, labor costs are rising, with wages increasing 15-20% a year. Second, trans-Atlantic shipping rates are going up. Furniture has always been expensive to ship due to its size and weight, but rising oil prices and a slowdown in shipbuilding have pushed shipping costs up by 71% in the past four years. Third, currency challenges exist when dealing with the Thai Baht, Vietnamese Dong, Chinese Yuan, and others. The appreciation of the Yuan continues to cut into profits, further decreasing the benefits realized in the past. Lastly, a supply chain that reaches half way around the world is fraught with challenges, including quality control, supply disruptions, language barriers and many others. One example is Lincolnton Furniture. After making the move to overseas production, Lincolnton found that their customers preferred to buy USA goods. This led them to complete a $5 million renovation on the old family plant in Lincolnton, NC and hire 130 workers- many of whom had 16
worked for the company before their move offshore. Lincolnton Furniture produces mid- to high- end furniture. With its wages lower than China and its proximity to the U.S., Mexico has the potential to become a major source for U.S. furniture manufacturing for less-expensive home furnishings. Goods can reach the U.S. in a fraction of the time needed to ship furniture from China, and they can enter the U.S. duty-free, thanks to the North American Free Trade Agreement. However, due to quality concerns, high-end products will likely continue to be manufactured in the U.S.
d. Exporting- A New Frontier:
Historically, American furniture producers have considered the export market to be a waste of time, and made only token attempts to develop international sales. They had enough domestic business to keep their plants running, and the export business was tricky. American manufacturers were not comfortable dealing with currency fluctuations, style and size differences, language issues, oceangoing freight procedures and cultural idiosyncrasies. They lacked the patience required to build export sales. Likewise, when it came to importing component parts and finished goods, the same indifference was in evidence. They paid lip service to the need to be a global organization and looked for reasons to justify the lack of imports. The easiest culprits were quality and delivery reliability, but in truth, the American factories had their own problems with these issues. This hesitation has decreased in the past few years. Several emerging markets have made the export business more appealing. The rising middle classes in China, India and Brazil have created a market for more high-end furniture, offering new markets to those manufacturers willing to spend the time and energy to address the challenges. In addition, Canada, Mexico, Japan and the UK represent growing export markets for the furniture industry.
e. Conclusion:
With so much transformation happening in the furniture industry, there will be endless opportunities for companies to increase market shareIF they approach the task with ingenuity, 17
vision, creativity and patience. As difficult as the last decade has been for furniture, the long- awaited recovery may not be any easier, but it certainly will be exciting. Automation will offer opportunities for manufacturers to increase efficiency, and therefore their profit margins. However, not every process can be automated. For example, short runs and automation dont mix. Also, mass producing case goods opens the door to problems with consistency, while many consumer preferencesparticularly in upholsterychange too frequently for manufacturers to create efficiencies. Further opportunities will exist for acquisition and consolidation in the market, affording new opportunities to affect market share. Only the players who can be nimble and are willing to embrace change- not something the industry is historically known for- will reap the rewards.
B. ANALYSIS OF THE CHINESE FURNITURE INDUSTRY
a. I ntroduction to the Chinese Furniture I ndustry:
China's Furniture Industry and the Chinese consumer marketplace have been experiencing dramatic changes over the last 10 years. These changes impose intense pressure on the United States and other furniture manufacturers; but, they may also provide opportunities to tap into the Chinese consumer furniture market. After almost 30 years of economic reform, China has become not only "the world's factory" but also the second largest marketplace. The Chinese have purchasing power equivalent to US$7,592 billion (IMF, 2005). This amount is almost double Japan's purchasing power according to the International Monetary Fund (IMF, 2005). Many reports point out that China is not only a potential marketplace for international vendors but that it is also an increasingly realistic market for foreign manufacturers. As Ray Allegrezza, chief editor of Furniture Today, in 2003, reported, Chinese automobile sales spiked to an incredible 56 per cent over the previous year. This trend was maintained through 2004 and only slowed down in 2005 because of high gasoline prices. Meanwhile, David Lynch (2006) reported that U.S. companies, from hardwood lumber suppliers to manufacturers of sophisticated mining equipment, were prospering by exporting to China. 18
This is in spite of the high trade deficit. Meanwhile, China's retail sales have increased at a rate of more than 12 per cent per year over the last 2 years. This rate is projected not to drop under the 12 per cent level until 2009 (IMF 2005). With the increasing influence of China's furniture industry and the growing Chinese consumer marketplace, more and more foreign interests are attracted to selling in China. Further, economic reforms during the period 2001 through 2005 have reached a new level and have caused profound changes in China's economic life. However, separated by language, culture, business, and political differences, it is hard for Western decision makers to fully understand China's furniture industry and the Chinese consumer market.
b. Competition Framework in China:
In the current global economy, competition is not only intense but also coming from all aspects of worldwide businesses. This is evident in China where the Chinese markets are seeing competition growing from both the Far East and the West. The large number of existing companies definitely shaped the landscape of the Chinese market competition. As China's furniture production reached high levels, globalization made China a most desirable place for investment. However, competition for resources, from raw materials to basic labor within the Chinese furniture industry has escalated. This intense internal competition force for resources among the large number of manufacturers pushed the bargaining power of the Chinese furniture industry suppliers to the number one competitive factor position when using the Porter Method. The number two competitive factor determining China's furniture industry competition is the relatively low-level entry barrier that allows potential new Chinese and other manufacturing entrant access into the industry. Since the China furniture industry has a low entry barrier; it is relatively easy for new entrants to penetrate the industry. The threat of potential new entrants is ranked as the third competition factor. The bargaining power of the domestic and international customers is the fourth competition factor. China's furniture industry customers can be classified as either domestic or international. The bargaining power of domestic consumers did show a clear influence on the Chinese furniture industry (DRC Net, 2006). Moreover, some international manufacturers have made legislative efforts to prevent 19
the importation of Chinese furniture. The results have not been very successful. Regardless of foreign importation resistance, China's furniture export still has grown at a steady, albeit slower, pace (DRC Net 2006). Therefore, consumer bargaining power is ranked as the fourth competition factor. Furniture has been used for thousands of years and built mostly of wood. There is little evidence indicating that wood furniture will be replaced by some other material in the foreseeable future. Thus, potential substitute material is ranked as the least important competition factor effecting China's furniture industry. Therefore, this force is not effective in this study and is ignored.
c. Rivalry among existing firms:
The Chinese Furniture Market's complex competition is due primarily to the large number of furniture companies, coupled with the rivalry generated among the large number of furniture factories competing for resources is the number one competition force. In 2005, there were more than 30,000 furniture companies in China. The change in the number of China's furniture companies from 2001 to 2005 is listed in Table 1. During this 5-year period, the total number of furniture companies increased 81 per cent.
The small productivity difference between small-sized companies and medium-sized companies showed that technology and management systems may not make a significant difference in average output (DRC Net 2006). This makes it easier for newly entering small companies to gain a foothold in China's furniture industry. Therefore, the second highest competition factor is competition among existing Chinese furniture manufacturing firms. In the Chinese furniture industry, the capital required to enter the furniture industry is considerably low. Furthermore, the productivity difference between the small-sized companies and the large-sized companies is not large. The combination of all this evidence indicates that the entrant barrier into China's furniture industry is relatively low.
e. Supplier Bargaining power:
Chinese furniture exports have experienced significant increases during the 2001-2005, which has led to increased investment being made in the Chinese furniture industry. This investment, a portion of it in State-of-the-Art manufacturing machinery and equipment, has increased production significantly. The Chinese furniture industry's wood supply depends heavily on imported lumber and other wood products. Thus, the dramatic rise in production of the Chinese furniture industry has precipitated a huge wood products demand. This increase in demand is fulfilled by imports. Concurrently, this demand spike has generated fear among China's neighbor countries that the increased demand for wood would encourage illegal logging activities. This situation could lead to widespread deforestation; thus, some of these nations have begun to limit their hardwood log exports to China. However, the point here is that lumber demand by the Chinese has driven up furniture manufacturers' costs. Low labor cost is the most important advantage of the Chinese furniture industry. However, there is evidence showing that there may be a labor shortage in qualified workers in heavily industrialized areas. In responding to the shortage of qualified workers, some provinces are considering increasing the minimum wages to attract more workers.
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f. Consumer Bargaining Power:
The fast expansion of China's furniture industry is derived from the rapidly growing domestic and foreign markets, capturing market share from other manufacturing sources. Chinese consumers' incomes have continued to increase over the last 5 years. When compared to American consumers, the Chinese tend to save a larger portion of their income. On the international market, China's furniture companies have had substantial growth during the period 2001 through 2005. Certain Chinese financial and business practices caused some legislature concern resulting in the U.S. passing antidumping restrictions against certain Chinese wood furniture imports. The antidumping petition was filed in 2003 and was approved and became effective in 2004 (Gorimor and Christianson 2004). This caused the growth rate of Chinese furniture to the U.S. market to drop to 39 and 35 percent in 2003 and 2004, down from 57 percent in 2002 (DRC Net 2006). On the other hand, the antidumping tariff did little to slow down the Chinese furniture invasion. Despite facing duties up to 198 percent, U.S. imports of Chinese-made wood bedroom furniture increased to more than US$1.7 billion (Christianson 2006). The data also indicate that China's furniture exports to Europe and Canada continue to grow. In 2004, the Chinese wood furniture export growth to major European markets exceeded 60 percent, while the export growth to Canada reached a phenomenal 112 percent (DRC Net 2006).
f. Conclusion:
A handful of large-sized Chinese case goods furniture companies have grown into effective and competitive companies. However, the majority of China's furniture manufacture is still done by medium- to small-sized companies. These factories have relatively low production output of roughly US$13,000 per worker per year. It is interesting to note that the productivity differences between the small- and medium-sized companies are relatively small. Although the large-sized furniture companies possess superior production output, no companies were observed dominating the market. The sum of all these competition forces provides a favorable environment for complex and fierce competition for market share. 22
The newly established domestic market and low entrance barriers provide good opportunities for the mature as well as new furniture manufacturers. Concurrently, the wise furniture manufacturer should be fully aware of the fact that the marketplace is partitioned or even isolated. Thus, choosing the appropriate target market is the key to success. A low entrant barrier makes China a perfect place for furniture outsourcing, but increasing raw material prices, along with rising energy and labor costs, will be considered as potential risks in the near future. Therefore, as the Chinese consumers' incomes increase, the domestic market will attract more and more attention from both domestic and international investors. The fast-growing export of China's furniture verifies that China's furniture industry is a growing industry. However, there are inherent risks such as antidumping legislation from major markets, low spending rate of the Chinese consumers, and many competition forces.
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LIMITATIONS
The study of profit maximization strategies of Furniture Industry in various countries undertaken by the authors has come across the following limitations:
1. Difficulty to gain access to primary & secondary data without which the research could not proceed further. 2. However, this was addressed by availability of material on online sources which was very limited but anyways, proved useful. 3. The large size of the Furniture Industry in various countries hindered an extremely detailed analysis of its various aspects relation to profit maximization strategy, but a broad outline of their profit maximization strategies has been provided. 4. The global presence of the Furniture Industry could not be dealt with adequately due to the size of the industry and lack of data pertaining to the same.
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CONCLUSION
The Indian wooden furniture industry is able to generate approximately a turnover of Rs 3,500 crore annually. The market of wooden furniture solely owns the share of nearly Rs 60 crore. And as per one of the surveys done recently, the industry is expected to grow by 20 percent in coming times. The Indian furniture business has been witnessing a virtually exponential expansion in the recent years. The business demands the utilization and tapping of various unutilized resources in large proportions. The furniture market resources include wood, leather-based, wooden foundation panel, metals, textiles, plastics and several other elements in large quantities. The Indian furniture sector has been producing and exporting substantially good quality furniture products on a global scale. The industry is dominated by unorganized sector, which constitutes 90% of the total Indian market. The organized furniture market is at 10% and growing at about 35% CAGR. Furniture industry comprises 65% of the home market & 35% of small scale institutions. The entire Home Decor category furniture accounts for about 68% of the share while remaining 32% comprises of furnishings and home improvement. Imported furniture constitutes to 85% of the total organized furniture industry in the country. India imports furniture from Italy, Germany, Spain, China, Korea, Malaysia, Indonesia and Philippines. Indian share of the wooden furniture market is around Rs 60 crore (Rs 600 million). The world home furniture market is worth Rs 20,000 crore (Rs 200 billion). During the past three years, it grew by 20 % a year. According to a World Bank study, the organized furniture industry is expected to grow by 20 % a year and India, Russia and Brazil will witness a boom. Indian range of indigenous furniture includes both residential and contract system furniture, with an increased concentration in office and kitchen furniture. Indian manufacturers generally use a three-tier selling and distribution structure, comprising the distributor, wholesaler and retailer. Also, India was the biggest furniture importer in 2004-05, with a 17 % share in furniture imports worldwide. A total of 10,476 importers shipped furniture to India during this period. The current imports are mainly from Italy, Germany, Spain, China, Korea, Malaysia, Indonesia, the Philippines and Japan. 25
Simply put, over the years, Indian Furniture Industry has created a market for itself and found a spot in the houses of royals and commoners both. Also, profit margins stand at 10-25 per cent, making it competitive and on a par with the apparel space. In relatively developed markets such as China and Brazil, the share of the home-and-furniture category in the overall e-commerce space is estimated at 15-20 per cent, encouraging numbers for Indian online retailers.
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BIBLIOGRAPHY
LITERATURE REVIEW:
G.S. Gupta, Managerial Economics (Tata McGraw Hill Publishing). Thomas J. Webster, Managerial Economics (Emerald Group Publishing).