The Furniture Market.

Topics: Marketing, Consumer goods, Furniture Pages: 14 (4514 words) Published: December 6, 2012
Anderson Bauman Tourtellot Vos & Co.

An ABTV Industry Watch Report

The American Furniture Industry: What Will It Take to Survive?

The first decade of the 21st century has not been kind to the American furniture industry. Having experienced the “Asian Invasion,” which rapidly eliminated nearly all domestic wood production and disrupted upholstery production, the industry is now facing a severe economic slowdown, with incoming orders 20 to 40 percent below normal levels. The combined impact of the competitive off-shore onslaught and the domestic economic meltdown has put unbearable pressure on all furniture players, without exception. Industry leaders Ethan Allen, La-Z-Boy, and Furniture Brands have watched helplessly as already slim profits turned into robust losses, and stock prices plummeted. Industry niche players, even the best of the lot, have scrambled to cut costs, shut down plants, and abandon marketing programs. Bankruptcies and orderly liquidations have been numerous, especially in the retail sector, and many more are yet to come. Typically, it takes time to bury a furniture company, for no matter how mortally wounded it may be, the liquidation of assets keeps it afloat longer than expected. There is no rising tide to save the fleet. The aggregate demand for furniture is shrinking and the traditional channel of distribution is following in its path. Assuming the economy turns and that order levels improve, the survivors will face far less competition than before and may well have some interesting opportunities. During the near-catastrophic period from 2002 to the present, virtually all aspects of the industry have changed, so it will take new strategies and tactics to cope with the emerging structure. There can be no going back to the old ways. The likelihood of the ‘same old same old’ returning is about as good as the Dodgers returning to Brooklyn. The industry is obviously going through a transformation, but the emerging form is not so easy to envisage. Upholstery manufacturing has changed; conventional wood manufacturing has disappeared; some retail channels are gone, while others have emerged; and heretofore neglected areas like information technology, systems, logistics, and global sourcing have become essential, not peripheral. The purpose of this white paper is to get a good fix on the current state of the industry and to project from that some semblance of what we might expect in the future. Unfortunately, the severity of the economic downturn makes it difficult to distinguish what works from that which does not.



Significant findings include the following: Consumer shopping patterns are changing dramatically as the Baby Boomer generation leaves the stage. The retail channel of distribution continues to fragment with traditional formats losing ground to new venues. Superior product remains the most important variable, but information technology and logistical expertise are growing in importance. Appallingly inadequate marketing continues to plague the industry. Having failed to establish meaningful brand names of their own, suppliers have been forced to “rent” licensed brands from designers and celebrities. The industry remains unable to compete globally on the basis of price, but there may be an opportunity to compete on the basis of quality and customization. Efforts to consolidate the industry continue to be met with fierce resistance. Agility trumps size. The unprecedented macro-economic compression is distorting company performance across the entire industry, masking the results of individual companies.

Consumers Decide “Pretty Good” Is Good Enough
As the Baby Boomers aged, they were expected to buy a lot of furniture. Instead, they shunned elaborate purchases of home furnishings. Even the most conspicuous consumers, after spending extravagantly on oversized homes, showed little interest in fine furniture. Instead, they furnished...
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