With the development of the home textile market, the structure of consumer demand has changed significantly. If home textile companies still do not improve their business models, it will inevitably result in a single and homogeneous product structure, generalized brand building, homogenization of channels, homogenization of profit models, extensive and simple means of competition, and weak corporate innovation. During the rapid growth period of the entire home textile industry, the disadvantages of the homogenization of the business model can be temporarily concealed by the rapid growth of the industry. Some companies rely on the rapid growth of the industry to survive and develop. However, once the home textile industry enters a period of slow growth, or the external macro environment changes, such as the advent of the financial crisis and the downturn of the real estate market, the similarity of business models will cause many companies to compete fiercely for the same market.
      Break the rules of the game set by leading companies.

      Our country’s textile industry is currently entering a period of development from a growth period. The home textile industry is in a stage of competition and integration. The competition among domestic home textile products companies has also moved from a single competition on product prices to brand, marketing network, service, talent and management, and enterprise scale. And other comprehensive levels of competition. The new competitive model reminds us that the business model of our company needs transformation and innovation. Only transformation and innovation can find the way to the future. With the rapid development of the home textile industry, traditional marketing techniques such as advertising bombing, celebrity endorsements, and price wars have become increasingly difficult to arouse customers' desire to buy. Pure tactical competition has been difficult to solve the increasingly complex structured and systematic problems of enterprises. So, how to innovate?