1. Changes of moisture content of laminated wood flooring

Due to the influence of the natural environment, the moisture content of the floor changes alternately. The moisture content of laminate flooring is mostly 4%~5%.

The moisture content of the floor in our country keeps changing all the year round, and because of this, the floor will continue to expand and contract under different environmental changes, leading to the continuous expansion of the cracks in the floor we see.

2. Improper placement of heavy objects in the room

In addition to the moisture content change mentioned above, there is another detail that will be ignored by everyone: after the floor is installed, the movement of the floor is limited and cracks will occur due to the symmetrical placement of heavy objects such as indoor furniture.

Therefore, in order to ensure that one side of the floor can move freely, heavy objects should be placed on one side of the room to reduce the chance of cracks.

3. Improper floor maintenance

In the process of floor use, due to improper maintenance by consumers, wet mops are often used to wipe the floor or run water in the room. When the floor is wet, it will swell, and in severe cases, it will bulge.

In addition, the living environment in the north is relatively dry in winter, which also makes the floor shrink again after drying, resulting in cracks.

The basic competitive strategy of the current position was put forward by Michael Porter, a famous strategic management scientist at Harvard Business School. There are three basic competitive strategies: cost leading strategy, differentiation strategy and centralization strategy.

Enterprises must choose one of these three strategies as the dominant strategy.

Either control the cost at a lower level than the competitors; Either form distinctive features in enterprise products and services, so that customers feel that you provide more value than other competitors; Either an enterprise is committed to serving a specific market segment, a specific product category or a specific geographical area.

These three strategic frameworks are quite different, and their successful implementation requires different resources and skills. Due to the confusion of corporate culture, the lack of organizational arrangements and the conflict of incentive mechanism, enterprises caught in the middle may suffer greater losses. Cost leadership strategy (overall cost leadership)

1. Types of cost leadership strategies. Cost-leading strategy, also known as low-cost strategy, refers to the strategy of enterprises to reduce costs through effective ways, so that the cost of enterprises is lower than that of competitors, even the lowest cost in the same industry, thus gaining competitive advantage. According to the different ways for enterprises to gain cost advantage, we can divide the cost leadership strategy into the following main types:

(1) Simplify the product-based cost leadership strategy; Is to simplify the product, that is, to cancel all the modes added in the product or service.

(2) The dominant strategy to increase the design cost;

(3) the dominant strategy of saving material cost;

(4) Cost leadership strategy to reduce labor costs;

(5) Production innovation and automation cost leading strategy;

2. Applicable conditions and organizational requirements of cost leadership strategy (1) The price competition among existing competitive enterprises is very fierce;

(2) The products in the industry where the enterprise is located are basically standardized or homogenized;

(3) There are few ways to realize product differentiation;

(4) Most customers use products in the same way;

(5) The switching cost of consumers is very low;

(6) Consumers have great bargaining power. To implement the cost leadership strategy, the enterprise itself must have the following skills and resources in addition to the above external conditions:

(1) continuous capital investment and access to funds;

(2) production and processing technical skills;

(3) Careful labor supervision;

(4) designing products that are easy to manufacture;

(5) Low cost distribution system. 3. Benefits and risks of the cost leadership strategy The benefits of adopting the cost leadership strategy are:

(1) resist the confrontation of existing competitors;

(2) the ability to resist the buyer's bargaining;

(3) When dealing with suppliers, the price increase is more flexible;

(4) forming barriers to entry;

(5) Establish competitive advantage with substitutes. The risks of adopting the cost leadership strategy mainly include:

(1) Excessive price reduction leads to lower profit rate;

(2) New entrants may come from behind;

(3) losing the ability to predict market changes;

(4) Technological change reduces the utility of enterprise resources;

(5) Vulnerable to external environment. Differentiation strategy (differentiation)

1. Types of differentiation strategy The so-called differentiation strategy refers to the strategy adopted to make the products of enterprises obviously different from those of competitors and form distinctive features.

The core of this strategy is to gain some uniqueness that is valuable to customers.

Enterprises have four basic methods to highlight the differences between their products and competitors:

(1) product differentiation strategy The main factors of product differentiation are: characteristics, working performance, consistency, durability, reliability, maintainability, style and design.

(2) Service differentiation strategy The differentiation of services mainly includes delivery, installation, customer training, consulting services and other factors.

(3) Personnel Differentiation Strategy Trained employees should be able to show the following six characteristics: capable, humble, trustworthy, reliable, responsive and good at communication.

(4) Image differentiation strategy 2. Applicable conditions and organizational requirements of differentiation strategy (1) There are many ways for enterprises and competitors to create product differences, and the differences are considered valuable by customers;

(2) Customers and users have diverse requirements for products and use, that is, customers have different needs;

(3) Few competitors adopt similar differentiation methods, which can truly guarantee enterprise differentiation;

(4) The technology changes rapidly, and the market competition mainly focuses on the continuous introduction of new product functions. In addition to the above external conditions, enterprises must also meet the following internal conditions to implement the differentiation strategy:

(1) Strong research and development ability, and researchers should have creative vision;

(2) The enterprise enjoys a leading reputation in product quality or technology;

(3) Enterprises have a long history in this industry or have absorbed the skills of other enterprises and formed their own system; (4) Strong marketing ability; (5) There should be strong coordination between R&D, product development, marketing and other functional departments; (6) Enterprises should have material facilities that can attract senior researchers, creative talents and highly skilled employees; (7) Strong cooperation among various sales channels. 3. Benefits and risks of differentiation strategy The significance of implementing differentiation strategy lies in: (1) establishing customers' loyalty to the enterprise; (2) forming strong barriers to industrial entry; (3) Enhance the bargaining power of enterprises to suppliers. This is mainly because the differentiation strategy improves the marginal income of enterprises; (4) weaken the bargaining power of buyers. Through enterprise differentiation strategy, buyers lack comparable product choices, which reduces the price sensitivity of buyers. On the other hand, through product differentiation, buyers have higher switching costs, making them dependent on enterprises; (5) Because the differentiation strategy can enable enterprises to establish customer loyalty, it makes substitutes unable to compete with them in performance. The differentiation strategy also contains a series of risks: 1. Some customers may be lost. If the competitor who adopts the cost-leading strategy reduces the product price, the product price gap between the competitor and the manufacturer who adopts the differentiation strategy will be very large. In this case, in order to save a lot of money, users give up the product features, services or images owned by different manufacturers and choose products with good quality and low price instead. 2. Reduced product difference factors required by users. When users become more sophisticated and the characteristics and differences of products are not obvious, differences may be ignored. 3. A lot of imitation narrows the perception difference. Especially when the products reach the mature stage, it is easy for manufacturers with technical strength to reduce the differences between products through realistic imitation; 4. Excessive differentiation. Focus1. Types of centralized strategy. Concentrationstrategy, also known as focus strategy, refers to the strategy that an enterprise or department focuses its business activities on a specific buyer group, a product line or a regional market. The core of this strategy is aimed at specific user groups, subdivided product lines or subdivided markets. Specifically, the centralization strategy can be divided into product line centralization strategy, customer centralization strategy, regional centralization strategy and low occupancy centralization strategy. 2. The applicable conditions, benefits and risks of centralized strategy meet the following four conditions, and it is appropriate to adopt centralized strategy: (1) There are completely different user groups, who may have different needs or use products in different ways; (2) In the same target market segment, other competitors do not intend to implement the focus strategy; (3) The resources of an enterprise do not allow it to pursue a wide range of market segments; (4) There are great differences in the scale, growth rate and profitability of various sub-sectors in the industry, which makes some sub-sectors more attractive than others. The advantages of centralized strategy are: (1) centralized strategy is convenient to use the strength and resources of the whole enterprise to better serve a specific goal; (2) By paying attention to specific parts of the market, enterprises can better investigate and study technologies, markets, customers and competitors related to products, so as to get to know each other; (3) The strategic objectives are centralized and clear, the economic effect is easy to evaluate, and the strategic management process is easy to control, which brings convenience to management. The risks of centralization strategy mainly include: (1) Because all the strength and resources of an enterprise are invested in a product or service or a specific market, when customer preferences change, technological innovation or new substitutes appear, it will be found that the demand for products or services in this part of the market will decrease, and the enterprise will be greatly impacted; (2) Competitors have entered the target market selected by the enterprise and adopted a more centralized strategy than the enterprise; (3) The sales volume of products may decrease, and the demand for products is constantly updated, which leads to the increase of production costs and weakens the cost advantage of enterprises adopting centralized strategy.

When a company cannot formulate its own competitive strategy in any of the three basic strategic directions, it is caught in the middle. Such companies are often in an extremely unfavorable strategic position. The company caught in the middle is almost doomed to low profits. Unless the industrial structure is ideal, competitors are caught in the middle. However, the maturity of the industry will widen the gap between enterprises adopting basic strategies and those caught in the middle. In the face of competitors with cost advantages, enterprises caught in the middle will lose a large number of customers with low price preferences, while for high-profit businesses, they can't beat those enterprises that have achieved all-round product differences, and finally they can only find market gaps in the cracks and survive. The enterprise caught in the middle is an out-and-out second-rate enterprise, and the reasons for its failure are vague corporate culture, conflicting organizational structure and contradictory and ineffective incentive mechanism. Bailing Airlines is a typical example. At first, it adopted a very clear cost aggregation strategy in the North Atlantic market, did not provide unnecessary services, and targeted at those customers who were extremely sensitive to price. But after a period of time, Bailing Airlines began to provide unnecessary tricks, add new services and open up new routes. This change has damaged the original image, blurred it, and made the service and delivery system from excellent to poor. The result was disastrous, and Bailing Airlines finally went bankrupt.

2. Characteristics of market gap strategy

Target marketing strategies can be divided into three types: undifferentiated marketing strategy, differentiated marketing strategy and centralized strategy.

Indifferent marketing strategy means that enterprises regard the whole market as a big target market and think that there is no difference in the demand of all consumers for their products in the market, or even if there is difference, the difference is negligible. Therefore, enterprises only introduce a single standardized product to the market and sell it in a unified marketing way. The advantage of this strategy is cost, but the disadvantage is that it is insensitive to the market.

Differentiated marketing strategy is to divide the whole market into several market segments, and make an independent marketing plan for each market segment to meet the needs of different consumers and expand sales results. The advantages of this strategy are: flexible production and strong pertinence, which can reduce business risks and help improve corporate image and market share. One disadvantage of this strategy is that it increases the marketing cost, and another disadvantage is that the resource allocation of enterprises can not be effectively concentrated, and it is difficult to form an advantage for fist products.

Centralized marketing strategy is not aimed at the whole market, but to choose one or several specialized markets, concentrate the overall marketing advantages of enterprises, implement specialized production and sales, fully meet the needs of some consumers and open up markets. The advantage of this strategy is that it can effectively use enterprise resources, concentrate enterprise advantages and occupy gap markets or corner markets. It can help small and medium-sized enterprises with limited strength to avoid direct competition with powerful large enterprises and pursue greater market share in smaller market segments that large enterprises have not taken into account or do not want to occupy. Moreover, specialization can not only reduce the marketing cost of enterprises, but also improve the reputation of goods and enterprises. The limitations of centralized marketing strategy are reflected in two aspects: first, the development of enterprises is restricted; Second, the business risk is high. Once the target market changes suddenly, the enterprise may get into trouble because there is no room for manoeuvre.

3. Example of market gap strategy

Landscape thinking, in the era of mobile Internet, the focus scenes of enterprises are everywhere. There is a specific scene relationship between specific time, place and characters, which will lead to different consumer markets when extended to the commercial field. Traditional e-commerce generally impresses consumers to buy from offline entities to online entities. However, in the era of mobile Internet, it is time for people to be fragmented due to the wide application of smart devices. Consumers are no longer limited to mouse clicks on PCs, information is everywhere, and consumer behavior becomes mobile and decentralized. The virtual world and the real world are intertwined, which makes it possible for any life scene (real or virtual) to be transformed into actual consumption. -The market began to change from the traditional price orientation to the scene orientation. The existence brought by the mobile Internet has risen to an unprecedented height. Scene thinking in this period focused on user experience, while product design focused more on the actual situation and consumption habits of users. Through the cross-border integration between industries and the community effect derived from it, the consumer market is iterated repeatedly to realize the sticky interaction between merchants and consumers. This breaks through the restriction that once a commodity is produced and sold, commercial activities will be terminated. With the help of situational thinking, enterprises should think about a problem, how to retain consumers to remember their products and services for a long time in the fast-paced social life? In the face of different market divisions and similar competition, which is better, passive indoctrination of scene memory or active guidance of scene recognition? Should we wait and see or follow suit? The market will always change with the times, and different scenarios and strategy choices will be different. But no matter what kind of choice, as long as the enterprise adapts to local conditions and uses it properly, it is possible to harvest its own business ecology in the fierce market competition. Personalized experience is an element that needs to be considered in scene thinking. Regardless of the marketing promotion of enterprises or the actual use of products, experience is always the first contact and the most concern of people. This is especially true in the virtual network world. In traditional marketing, in order to meet the needs of most people, economies of scale dominate, personal consumption is restrained, and people have little choice of goods and services, so consumers are more sensitive to prices. Taobao, JD.COM and so on. Seizing the opportunity to attract users with low-price promotion is a typical feature of this period. With the development of mobile Internet and artificial intelligence technology, personalized customization becomes possible. With experience as the core, merchants drive instant interaction with customers, thus defining new categories and developing new markets. At this time, consumers' willingness to consume is more determined by the experience of consumption scenes than by the price. Cross-border fast-paced lifestyle makes people's work and rest more and more unstable. In addition to work, people will also be exposed to supermarkets, cafes, cinemas, gyms, parks and other scenes during the day. With the influx of information, people have no time to stop in the face of various market choices. It is conceivable that if an enterprise only displays a single message in marketing, it is impossible for no one to care, even if the propaganda text is full of hype. With so much going on every day, who has time to watch this? In the fierce market competition, how to make users pay attention to themselves and keep users sticky is the focus of every business in marketing. We know that the closer an enterprise is to consumers, the more likely it is to promote consumption, and the best way is to integrate into their lives. Since life is composed of a series of scenes, businesses should make use of scene thinking, get out of the fixed online and offline sites in the past, make full use of fragmentation time, and connect various life scenes in series to stimulate people to satisfy consumers' consumption desires to the maximum extent. Diversified network characteristics make many points and fields between different industries connected together, and cross-border integration and innovation become possible. There is a case of NB in Argentina: Ribeiro is a large home appliance retailer, and his specialty in commodity promotion is to support installment payment. Its brand concept is to let consumers feel their daily expenses and buy a product with high cost performance.

For this reason, Ribeiro implemented an interesting marketing plan: in cooperation with the taxi industry, a display screen with Ribeiro logo was installed on the backrest of the passenger seat in the taxi compartment. Passengers can not only see the above mileage, but also see the product information of Ribeiro S (when the displayed mileage reaches a certain value, Ribeiro products that can be purchased at the required fare for the corresponding mileage will appear in the product display column! In other words, through the concept replacement of different goods at the same price, tell the target users that the original car fare is equal to the installment down payment of this product! In this way, the image of goods becomes vivid, and the fragmentation time of consumers is fully released. In order to cater to the diverse, dynamic and fragmented life rhythm of the community, enterprises need to design according to different consumption scenarios and give the market different consumption logic. When users with the same characteristics and needs get together, a subculture is brewed and a community effect is formed. The increase of viscosity constitutes the maximization of scene value. According to the consumption frequency and distribution characteristics of consumers, communities are divided into two categories: frequent/intermittent, intensive/extensive. Frequent scenes, such as catering, are American daily necessities, and the market scale is huge, and enterprises pay attention to expanding consumption. Intermittent scenes, such as massage, have low consumption repetition rate in a short time, and the market is relatively small, so the price is higher. Different lifestyles will give birth to a large number of related industries. For example, for people with fitness habits, wearing smart sports will form a rich industrial chain. As for the wedding market, it is limited to specific scenes, with insufficient extensibility and large information asymmetry, so the profit is very high. Intensive scenes based on community connections will have different situational meanings: the flower festival on Valentine's Day and the apple on Christmas Eve. When everyone is immersed in the festive atmosphere, with dazzling packaging, prices are no longer sensitive, and consumers' behavior is concentrated at a specific time. Wide-area scenes such as orange juice and milk tea. Widely consumed but of no special significance. However, the appearance of Starbucks redefines the consumption of drinks, and drinking coffee in tasteful places has become a symbol of fashion status, effectively increasing the added value of products. Increasing the consumption frequency of intermittent scenes, transferring wide-area scenes to intensive scenes, and allowing consumers to accept scene services anytime and anywhere, there are a lot of market gaps. Unprecedented social media and information dissemination make it easy for users to shift when choosing consumption. With the reform and opening up, the consumption concept of the new generation after 1980s, 1990s and even 00s is very different from that of previous generations: even if the income is not high, they just spend casually, pay attention to quality and are willing to show off; Faced with various consumption choices, these young main consumers seem to pay more attention to individual experience. Therefore, enterprises should not only pay attention to the products and services themselves, but also convey brand stories with emotional temperature, enhance users' sense of participation and sharing motivation, and make the consumption experience unique and become a lifestyle recognized by the group. Lock consumers in the shortest time, turn single consumption into sticky repeated consumption, create a brand with unique scene experience, and cultivate the consumption mind of the market. From scene memory to scene recognition In the era of mobile Internet, APP monopolized almost all entrances with its unique product form and business ecology. Most original apps are based on scene memory to cultivate consumers' conditioned reflex, such as WeChat, Gaode map, public comment, Didi Kuaidi and so on. All fall into this category. They quench their thirst by watching plums. But social-based high-frequency consumer products like WeChat are a minority after all. The consumption frequency of renting a house and buying a car is far less than that of the former, but there is indeed a rigid demand. If you just follow the rules and build a scene memory based on a single alienated business, I am afraid it will only get twice the result with half the effort. Scenarios need to be triggered constantly to realize the transformation of commodity attributes, which means that enterprises are always in danger of memory.

In 20 14, Tencent Maps launched Lubao Box, which can not only provide real-time road conditions and street views for car owners, but also provide friendly analysis, driving behavior analysis, intelligent interpretation of fault detection and rescue services. (Scene recognition is not unique to the mobile Internet era. Arriving at the destination by train is a kind of information for the conductor to promote accommodation and tourism. It helps users to solve potential problems by analyzing and judging specific scenes. Compared with scene memory, scene recognition is more efficient. The stimulation of scene thinking to consumers is no longer limited to scene memory, but is closely related to users' daily behavior and potential needs through scene recognition. Realizing scene recognition through data mining, personality shaping and dynamic recognition will become a magic weapon for mobile Internet products to break the normal state in the next cycle. Postscript In Internet culture, speed is the key. Enterprises should strive to arrive at the scene at the first time when customers need it. With the penetration of social communication and word-of-mouth marketing, once consumers' minds are closed, it will form a powerful Matthew effect (Ali S has strongly promoted the development of Tencent's WeChat, but it is not satisfactory). Vertical competition usually ends up being a lone battle between experts. Therefore, when monopoly barriers have not yet formed in a certain field, enterprises must constantly break through, try their best to cross-border integration, match new scenarios and create new demands while maintaining their own characteristics and advantages. Only in this way can we truly establish a platform and realize the ecological cycle of business.

4. What are the gaps in the market?

External wall tiles need to be provided with expansion joints. According to the regulations of the construction industry, the external wall brick needs to be provided with expansion joints, and the gap should be 8.823 mm, because the external wall foundation wall will fall off, expand with heat and contract with cold. If there is no expansion joint, the wall brick will crack irregularly or even fall off and hurt people. Therefore, the external wall brick needs to be provided with expansion joints.

5. What industries are there in the niche market?

Find the consumer gap and fill it. There are various gaps, such as price (high or low), gender, age, time, distribution channels, location of a large number of users and so on.

6. Market gap theory

1. If the gap under the door is too big, find a professional to replace it.

2. Stick a dark rubber strip under the door leaf to keep out the wind. Generally, the gap between the doorway and the ground is 6mm.

3. If there are metal veneers in the decoration materials market, you can install metal veneers on the ground under the door. They are usually made of copper, which is both beautiful and durable. Generally fixed with screws, it can be solved once and for all.

If the above can't be done, you can replace a door, pay attention to the size of the door, and avoid the situation that the gap is too large.