Against the backdrop of the home furnishing industry's entry into the era of stock-market competition, more and more furniture enterprises are choosing multi-brand strategies to seek a second growth curve. Oppein has laid out brands such as Ouboli and Bonisi. Suofeiya has built four major brands: Suofeiya, Milanna, Simi, and Huahe. MLILY has launched its customized sub-brand Pinzhi. However, a 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.

A more critical question is this: 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? If ERP, CRM, or MES systems are deployed separately for each brand, the enterprise can easily fall into the dilemma of the more systems there are, the greater the chaos, as problems such as data silos, soaring operation and maintenance costs, and difficulty in cross-brand collaboration follow one after another.

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

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

High-end brands, such as Simi and V6 Home, emphasize design services, high order values, and long delivery cycles, requiring deep coordination with designers and support for quotations on personalized solutions.

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

New retail brands, such as Easyhome Select, focus on small standardized products, such as home textiles, storage, and kitchen and dining products, and adopt a model of high-frequency repeat purchases and integrated e-commerce warehousing and distribution.

If a separate system is built for each brand, it will lead to:

Data silos, leaving the group unable to make unified decisions

High operation and maintenance costs, doubling IT investment

Fragmented processes, making cross-brand collaboration difficult

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

An information system that can truly support a multi-brand strategy must have three core 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 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, the system can quickly adapt to the launch requirements of new brands.

2. Strong data and permission isolation: one-account management with independent multi-brand operations

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 are assigned by brand, and regional managers can view only the store performance of the brands under their jurisdiction, preventing information leakage and internal competition.

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

The system can share central warehousing and logistics networks while carrying out separate settlement by brand, unify the procurement of raw materials such as boards and hardware while allocating costs to each brand's product lines, and automatically generate consolidated financial statements to meet group compliance and financing needs.

III. Practical case: how do leading home furnishing groups implement it?

A listed customized home furnishing enterprise has three major brands:

Brand A, high-end whole-home solutions: average order value above RMB 80,000, project-based management

Brand B, youth-oriented integrated decoration: average order value of RMB 30,000, package-based sales

Brand C, online soft furnishings: average order value of RMB 800, direct e-commerce shipping

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

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 use 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 efficiency 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, but instead pursue 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, which is exactly the direction in which the new generation of home furnishing ERP systems is evolving.

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 remain nothing more than scattered troops fighting on their own. Furniture groups urgently need a flexible and configurable digital platform that can both support independent brand operations and achieve centralized group control.

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 more 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.