It has become a general consensus among practitioners that “business is difficult to do” in the current home building materials industry: the overall market volume has shrunk significantly, and some manufacturers are facing severe survival tests.
However, from an objective point of view, the total demand of the entire industry remains at a considerable scale, there is sufficient room for overseas business expansion, the demand for renovation and partial renewal of existing houses is about to usher in an explosive period, and there is broad room for competition for existing market share. These three major opportunities have left sufficient room for growth for high-quality companies.
Facing the new market environment, there are two main ways for enterprises to break through: first, take a differentiated route, create unique products and service models, and avoid homogeneous price competition; second, improve operating capabilities across the entire chain, lead peers in environmental standards, program services, delivery quality, marketing efficiency and other dimensions, and seize the market by relying on comprehensive strength.
There is no advantage or disadvantage between the two paths. Enterprises can choose an appropriate development path based on their own endowments.
Since 2026, the heads of many leading home building materials companies have disclosed the latest strategic plans in public, covering multiple directions such as high-end, technological innovation, green upgrade, quality delivery, healthy track, organizational change and foreign trade expansion:
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Shuxiang Mendi: anchoring the high-end route and creating a quantifiable brand value system
At the 2026 High-Quality Development Seminar in the Floor Materials Industry, the person in charge of the company proposed that the comprehensive brand power that integrates culture, innovation, quality and service is the core confidence to compete in the high-end market.
The company has launched a two-dimensional brand value evaluation model based on financial logic and with consumer perception indicators as the core, which solves the pain point of difficult to quantify the value of high-end building materials brands. At the same time, it anchors high-end positioning to delve into original design, intangible cultural heritage aesthetics and aerospace-grade quality, create an immersive high-end consumer experience, and promote Chinese flooring brands to the global high-end market.
Shangpin Home Delivery: Laying out AI+3D printing to promote the upgrading of the customization industry
The person in charge of the company proposed that AI+3D printing will promote the comprehensive leap of the customization industry from primary customization to advanced customization.
At present, the brand has created two major scenarios: 3D printing creativity space and 3D printing store. The former creates an immersive creative experience for all ages, and the latter connects technology to the last mile of the market. 3D printing technology has been embedded in three high-frequency scenarios of home decoration, parent-child creation, and STEAM education, becoming a core tool for terminal customer acquisition and increasing customer unit price.
Mag Home: Deeply cultivate water paint technology to create green product barriers
Since launching the “oil-to-water” strategy in 2016, the company has been deeply involved in the field of water paint technology for nearly ten years. It has now introduced the top Italian Sefulai production line to realize intelligent production of the entire process from primer to topcoat. In the future, it will continue to “refinement and thorough” water paint technology to consolidate the competitiveness of green products.
Ouke Home Furnishing: Taking quality and delivery as the core, taking the long-term route
The person in charge of the company proposed that brands also need to be graded simultaneously under the background of consumption grading. Traffic is only the entrance. What can truly promote conversion and retain customers is always quality and delivery.
The brand follows a “narrow and deep” development route for high-end customer groups. It does not chase general traffic, engage in price wars, or blindly expand stores. It continues to polish its product and service capabilities, and at the same time strengthens in-depth cooperation with designers to ensure the implementation of designers’ works.
Baide Sheng: Laying out active health tracks and upgrading environmental protection standards
The company was the first to introduce the concept of “no formaldehyde addition” into the industry. In the past ten years, it has invested more than 200 million yuan in technical research on “oil to water”, and the core water paint technology has reached the international leading level.
In 2026, the brand released the “Forest Oxygen Bar Space” and AIPO System 1.0, which deeply integrated nano-level negative oxygen ion technology with high-performance water paint to achieve a qualitative change in home environmental protection from “passive anti-virus” to “active release of health factors”, setting a new technical benchmark for the industry.
Oppein Home Furnishing: Organizational platform reform, foreign trade upgraded to strategic core
The person in charge of the company revealed that Oppein is promoting the organizational change from a single “building” to an open “platform”, activating the vitality of each business unit and partners, and creating a close community of interests.
For foreign trade business, it has been upgraded from the original “business supplementary item” to a “strategic offensive item”. It will find a balance between profit and market share and seize the global market with a reasonable price strategy.
At the same time, the company implements a layered competition strategy, matches different brands with differentiated pricing systems, and relies on the advantages of large-scale production to seize markets at different levels. The results of the reform have gradually emerged.
