In the era of stock-market competition, furniture enterprises are seeking a second growth curve through multi-brand strategies. Oppein has launched sub-brands such as Ouboli and Bonisi. Suofeiya has expanded into Milanna, Simi, and Huahe. MLILY has introduced the customized sub-brand Pinzhi. Easyhome Smart Home has launched Easyhome Select. However, multi-brand strategy is not simply a matter of rebranding. It is a systematic project involving product positioning, channel strategy, supply chain coordination, and organizational management.

More importantly, when a group operates multiple sub-brands at the same time, such as high-end customization, mass-market integrated decoration, and soft-furnishing retail, how can one information system efficiently support completely different business logics?

I. The core pain point of multi-brand operations: major differences in business logic

Different sub-brands often target different customer groups and adopt different models, which leads to highly differentiated operating logic:

High-end brands, such as Simi and V6 Home, emphasize design services, high transaction values, and long delivery cycles, and therefore need deep integration with designers and support for customized solution quotations.

Mass-market brands, such as Milanna, focus on standardization, fast turnover, and low margins. They rely on online traffic generation plus in-store conversion, with emphasis on inventory turnover and promotional efficiency.

New retail brands, such as Easyhome Select, focus on small standardized products, including home textiles, storage, and kitchenware, and follow a model of high-frequency repeat purchases combined with integrated e-commerce warehousing and distribution.

If a separate ERP or CRM system is deployed for each brand, it will lead to:

Data silos, making unified group decision-making impossible

High operation and maintenance costs, doubling IT investment

Fragmented processes, making cross-brand collaboration difficult

II. The key to breaking the deadlock: one intelligent system architecture that is configurable, isolated, and collaborative

An information system that can truly support a multi-brand strategy must have three major capabilities:

1. Configurable business logic: flexible rule definition without coding

It should support independently setting pricing systems, discount permissions, and approval processes for different brands.

For example, a high-end brand can activate a process of solution-based quotation plus installment payment, while a mass-market brand can follow a model of standard SKUs plus fixed prices.

Through a no-code workflow engine, such as Dify-style visual orchestration, the system can quickly adapt to the launch requirements of new brands.

2. Strong data and permission isolation: unified management with independent operation for each brand

Within the same system, brand-level data isolation can be achieved, so that customer, inventory, and financial data of Brand A are invisible to Brand B.

Permissions can be assigned by brand. For example, a regional manager can view only the performance of stores under the brands he or she is responsible for, thereby preventing information leakage and internal competition.

3. Intensive coordination of supply chain and finance: the key to cost reduction and efficiency improvement

Central warehousing and logistics networks can be shared, while settlement is carried out separately by brand.

Raw materials, such as boards and hardware, can be procured in a unified manner, while costs are allocated to each brand's product lines.

Consolidated financial statements can be generated automatically to meet group compliance and financing needs.

As the 2025 White Paper on Dealer Development in the Home Furnishing Industry points out, deep cultivation of a single brand has become the mainstream path for dealer profitability. If manufacturers want to empower such partners, they must provide a combination of differentiated products and systematic support. Behind this lies a flexible and configurable digital foundation.

III. Practical case: how do leading home furnishing groups put this into practice?

A listed customized home furnishing enterprise has three major brands:

Brand A, high-end whole-home solutions: average transaction value above RMB 80,000, managed on a project basis

Brand B, young integrated decoration: average transaction value of RMB 30,000, sold in package form

Brand C, online soft furnishings: average transaction value of RMB 800, shipped directly through e-commerce

By deploying a unified intelligent operations platform, the enterprise achieved:

On the design side, Brand A uses a 3D cloud design tool, while Brands B and C use template-based configurators.

On the production side, all brands share the factory MES, but Brand A follows a flexible customization line, while Brands B and C follow standard batch-production lines.

On the service side, Brand A is followed up by dedicated project managers, while Brands B and C are handled by AI customer service plus regional after-sales teams.

As a result, IT operation and maintenance costs were reduced by 40 percent, the new product launch cycle was shortened by 50 percent, and the group's overall labor productivity increased by 25 percent.

IV. Future trend: from multiple brands to intelligent coordination based on one unified inventory pool

As the big home strategy continues to deepen, enterprises are no longer satisfied with brand isolation alone, but are pursuing customer value mining across brands.

After a high-end customer purchases a wardrobe, the system can automatically recommend soft-furnishing accessories from its sub-brands.

After a mass-market customer accumulates enough credit, the customer can be upgraded to a high-end service system.

This requires the system to have capabilities such as unified customer IDs across all domains, cross-brand marketing automation, and intelligent recommendation engines. This is exactly the evolution direction of the new generation of home furnishing ERP systems.

The success of a multi-brand strategy depends seventy percent on operations and thirty percent on systems. Without a strong digital foundation, no matter how many brands there are, they will remain nothing more than scattered troops fighting on their own.

Soonfor Software has been deeply engaged in the home furnishing industry for more than 20 years. Its integrated platforms covering ERP, MES, APS, SCM, CRM, and other systems are specially designed for multi-brand groups and support:

Parallel support for independent multi-brand operations and centralized group control

Full-chain collaboration from design, order, and production to delivery

Seamless connection with e-commerce platforms, smart factories, and dealer systems

It has already helped leading enterprises such as ZBOM Home, Taizi Home, Nanyang Dick, Mengtian Wooden Doors, and Tucson Woodworks achieve efficient operations based on one system, multiple brands, and full collaboration.