Brand strategy in small and medium size

Proceedings for the First International Qualitative Research Conference, Kuala Lumpur, 6-7 November,

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BRAND STRATEGY IN SMALL AND MEDIUM SIZE

ENTERPRISES (SMEs) IN THE CONTEXT OF THE

MALAYSIAN FURNITURE INDUSTRY: OPEN-ENDED

FINDINGS

Prof.Madya Dr. Norzanah Mat Nor1, Prof Madya Dr.Syed Jamal

2 and Puteri Fadzline bt

Muhamad Tamyez3

1Faculty of Business Administration, Universiti Teknologi MARA

[email protected]


[email protected]


[email protected]

ABSTRACT

This research paper aims to discuss the brand strategy in small and medium size enterprises (SMEs) in the context of

the Malaysian furniture industry. In addition, it also discusses their approach for improvement and their strengths to

navigate their competitiveness in the furniture market. This paper explores the Malaysian furniture companies in

their market competitiveness. There is a manufacturing competitiveness among the Malaysian furniture companies

in their OEM (Original Equipment Manufacturing) approach with a slow development to ODM (Original Design

Manufacturing) and OBM (Original Brand Manufacturing) approach. The paper outlines views of the Malaysian

furniture companies which differ in areas of marketing, product characteristics and management strategies. Drawing

upon these open-ended questions, this paper will examine from a corporate perspective the scope of their brand

strategy, their strength as exporting companies and their improvement in being furniture giants. In conclusion, it will

be argued that in spite of their approaches in their brand strategy, companies should really examine the real

definition of design and the best proactive approach that can be taken in the future. The major limitation of this

research is that it is based on open-ended questions. It is suggested that a quantitative survey be carried out to

enhance the generalisability of the model in the future. This paper makes original contributions in that it uses open-

ended questions to establish their relationships between themes and discusses way to strengthen their business

strategies in the coming future.

Keywords: Malaysian furniture companies, market, brand strategy, design, services, brand,

Europe market, quality, price, innovation

mailto:[email protected]




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1 INTRODUCTION

The Malaysian furniture industry comprises of 85% of SMEs although contribute to as low as

35% of the total industrial output. In comparison 65% of the total output sales are derived from

the large furniture companies. This clearly shows low performance among the SMEs and their

lack of market competitiveness(Ng and Thr 2010). The main issues raised included the inability

to increase competitiveness and the lack of brand strategies on furniture businesses. Wide

extensive information was provided from open-ended questions with a systematic approach on

the furniture companies. It gives the advantage for the respondents to fully express themselves

on their brand strategy, their strengths and how do they think they can improve in their

competitiveness. In comparison to close-ended approach, respondents are unable to give an

improper answer and this will enhance a better resulting data in regards to applying an open-

ended approach (Goodrich 2008).

This dataset is comprised of 48 responses out of 116 companies. These open-ended responses are

very valuable as it describes the additional information on their opinion on status of the furniture

industry..

The following questions are: “What is your firm‟s brand strategy?”, “How can your firm

improve to be furniture giants?” and “What are your strengths as a furniture exporting

company?” The following categories were constructed from the answers to the main question:

“What is your firm‟s brand strategy to increase competitiveness?”

1. Design

2. Price

3. Europe Market

4. Quality

5. Services

Although the themes were grounded in open-ended questions, such a classification is also

supported in the literature. Figure 1.0 describes criteria to navigate the furniture market(Lavelli

2008).


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Figure 1.0: Ways to navigate the market(Lavelli 2008)

In providing feedback on Malaysian furniture industry, Figure 1.2 displays the main themes that

assist their firm brand strategy.


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Figure 1.2: Brand strategy among the Malaysian furniture companies

Some half of the respondents spoke about design. To a lesser extent, the high quality of the

product and lower price as their strength by the management team were mentioned. The

following comment from the Managing Director of Kin Heng illustrates these points:

“In furniture market, brand is important. The most important thing is pricing”.

“Doing that we are strong in and not going over the border of what our own brand are strong

in.”

Services

Quality

European Market

Price

Design


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The marketing executive of SYJ mentioned:

“Brand strategy represent our company and give the confidence to the customer and potential

customer usually research on brand before they approach the manufacturer”

1.1 Design

According to Ratnasingam (2003), elements of innovation and original furniture design are

considered weak and immature in the South East Asia context. However, 37.5% of the

respondents argued that design has become their main brand strategy their furniture business.

This clearly shows an increase of awareness on the importance of design in their brand strategy.

For example, the marketing manager or Tonics said:

“ Our strategy is to make a better attraction and something different than others”.

The marketing executive of Titov also mentioned:

“ Design is strong is our company, with new motive and profile”

This describes technological innovation is given a high importance among these companies and

thus relates it much with design. According to (Ng and Thr 2010), it is considered a passion for

them to explore technological innovation in their companies.

Nonetheless, 22.9% of the 48 respondents also agreed that staying close to the European market

are their upmost importance in their brand strategy. This indicates that their designs are based on

OEM approach that must be based on the European market. In other words, there is a higher

importance of design among furniture manufacturers but lack of originality. Copying is accepted

and considered conventional among Asian countries(Unit 2010). Moreover, companies that

apply OEM (Original Equipment Manufacturing) are in better prospects of doing business with

Germany(Max Merkel 2009). Moreover, most furniture companies in Malaysia similar to other

manufacturing sectors apply subcontracting which contributes to higher exports. Most SMEs are

specialized in making certain components or process and lesser in manufacturing complete

products such as knock down or ready-to-assemble (RTA)(Ng and Thr 2010). This has been

supported by (Ziaeie, Mohamed et al. 2011) that stated that the emerging issue among the

furniture manufacturers are relying on the OEM approach as a limitation of a firm‟s

competitiveness.

“Today the designer in Hong Kong or Taipei opens the magazine and looks at the best seller

and copies that. But to be successful you have to find your own designs and energy.” Phillip

Starck (Roll 2008)


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According to Roll (2008), design in fact determine a wide differentiation for products and

changes a new outlook among customers. Copying other designs for the European market is not

sufficient to define „design‟ in the context of the Malaysian furniture industry. Conversely, the

Italians maintain their main assets through technical know-how and ambitions. They copy not

from the same industry but from others, such as the automotive industry by making one

integrated business communication to all levels (Lavelli 2008). However CEO of MFPC

(Malaysian Furniture Promotion Council) Encik Au Leck Chai was optimistic that through

design development and innovative products there is a high possibility for Malaysia to move

forward in enhancing the quality and minimizing the waste. In order to accomplish this furniture

entrepreneur must always be self-educated in the latest market trends and further advance to gain

market share(Board 2010). The furniture industry will gain better economy by having a

consultant with price that comes later. The Italian design companies have never look to the

market in the conservative way as they always find new ideas and talented designers from all

over the world. Young and unknown foreigners come to Italy introducing their dreams to the

Italian manufacturers without fear.

1.2 Price

Malaysia is known by having low production costs than the big competitors such as Italy,

Germany and the UK. However, they still generate higher export sales(Fair 2008). 25% of the

respondents claimed that competing in price is another important element in their brand strategy.

For example the Managing Director of Anteak stressed that:

“ Competing through price is very important to survive.”

The marketing manager of Ekai also mentioned:

“ Price need to be competitive”.

Price is almost as important as focusing on the European market which constitutes to 23% of the

total brand strategy. Most forest products companies focuses on cost reduction in operation

processes primarily in marketing. However, the current changes in the industry has changed the

market philosophy and believe that branding their name could insulate them from aggressive

competitors as well as the power to demand a higher price(Sinclair 1992). Most customers

nowadays do not see cost or price differences anymore but value and branding(Lavelli 2008).

Hence, it is important for Malaysian companies to review their branding and marketing

strategies. This is to ensure that competitive advantage is reflected in even higher sales in

overseas markets. There is high need of creativity and innovation among the furniture

entrepreneurs for the next 12 years. By being ahead in attractive designs costs need to be re-

examined with a brand on its own(Fair 2009).


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Entrepreneurs need to be in radar in perceiving the signal what‟s coming and new in the market.

Not only the culture and lifestyle of the consumers must be recognized, but also the consumer‟s

satisfaction and what motivates them. Entrepreneurs must create something new, emerging and

worth exploiting to the consumers. Niche products and good marketing strategy that satisfies the

consumers enable entrepreneurs to be distinctive than others. Radar identifies several lifestyles

of consumers which are simplicity, ethnic pride, safety and awareness, care and midi, playlife,

ethnochic, luxury, and technohuman. Simplicity is more toward „lightness and reduction‟, where

it is quite strong in the European culture(Lavelli 2008).

“ Everything is already too much. When it’s simple, it’s the hardest.” Korb(Fair 2012)

1.3 The Europe Market

25% of the respondents had agreed that the marketing team must acquire a wide knowledge in

the European Market.

A marketing manager of Artmatrix said:

“We must be customer-oriented and must focus on the European market”.

The world‟s main importer of furniture is the EU where most of the furniture imported are dining

and living room furniture, upholstered seats, occasional furniture and furniture

components(Board 2010). They are still holding the market leaderships in terms of shares but

limited to the capacity to drive the market trends and development (Riva, 2008). According to

Dominicis (2008), appreciating and recognizing the current status of the furniture market is

imperative by having a thorough analysis on the current macro economical scenario. The focus

of the analysis is the European and Italian furniture market, as well as data from Asia to EU or

Italy and vice versa. Digesting the European furniture market will enable to understand where

the Malaysian furniture industry stand and where will be headed (Dominicis 2008).

The biggest furniture market in Europe is Germany and it is also known as the most difficult

furniture markets in the world amidst the global crisis. Hence, it is closely linked to the global

economy. In Germany it is well known to be the largest sub-market for furnishing in terms of

market value. With a population of 82 million percapita GNP of USD 38, 860, imported furniture

constitutes to about 40% of the German furniture consumption. Germany is one of the biggest

buying groups in Malaysia. Buying groups plays a powerful role in providing products and

services and is a dominant trade channel in the furniture distribution(Board 2010).

On the other hand, France is known as the biggest export market for the furniture industry,

followed by the Netherlands, Austria, Switzerland and UK. There are around 500 furniture

manufacturers in Germany. Germany has the highest per capita consumption for furniture which


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makes the most attractive target for international suppliers. It is known that German buyers are

hard to pleased and it is very hard to get these customers in the first year of the furniture fair.

Asian manufacturers has good prospect in being successful in Germany. However, buyers from

Central Europe and Germany are keen in the quality of the product and especially in the

reliability and design of furniture. This is crucial for them in times of economy crisis. Colour

white still remained popular for sofas in living rooms or as bedroom furniture. Wooden surfaces

are still as popular as lacquered versions and they are often combined. Walnut and Oak are still

favourite concerning dark wooden surfaces whereas beach, maple, ash and birch in bright

versions.

Factors that must be considered to venture into the European furniture industry are climate

conditions, income of European countries per capita, tastes of customers, and the government

influence. Products made for the European countries have to be modified and adapted to the right

climate. For instance, cold and long winter in the northern part of Europe will probably need

comfortable and cosy furniture, as compared to sub-tropical climate in the Southern Europe that

are more indoor-type. It is also important to acknowledge the average annual spending in the

following countries. Entrepreneurs must be attentive in consumer tastes which differ through

Europe

Table 1.0: Consumer tastes in Europe

Country Taste

Germany Big and high bedroom

Dark colours

Strong polyaether

Kitchen corner sets (square tables)

France and British Style furniture

Light colours

Soft polyaether

Dining room furniture

Dutch More modern furniture

Light colours

Strong sits

Dining in the living room


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From the China market view, there is a decreasing trust in Chinese suppliers from the German

buyers. This is because of the bad experiences in delivered low quality, not timely and was not

corresponding well with the orders. This results to better opportunities for other Asian countries

in this industry(MFPC, 2008). On the other hand, Malaysian furniture manufacturers are known

to give the best delivery and services to the European furniture market. Malaysia ranked the 10th

largest furniture exporter in the world, third in Asia and second in the ASEAN region. United

States of America, United Kingdom and Australia are among the top destinations for Malaysia

furniture(Council 2008).

However, China is currently known as the world market which makes a higher need of shift for

the Malaysian manufacturers to venture to the Chinese market as most American and European

brands do who are very observant in the global market trend. Both India and China has gained

momentum and growing impressively as emerging countries by investing almost US$35bn

overseas and US$48bn which is both twice the level in 2006 (Unit 2010). China is expected to be

the biggest economic power by 2014 and overtake US economy by large. By 2032, Japan will be

overtaken by Indian economy and this signifies two largest countries in the world will the

leading economies in the coming years.

Factors that influence the transformation of competitiveness in Asian business are the rapid

development of China and India; increasing deregulation and trade liberalization; and the

implications of new demographic and social trends throughout the region. This revolution has

enveloped the entire organization which traditionally in broad diversification. They are still a

major supplier of commodity products which most of them are non-branded(Roll 2008). China is

well-known to have 200 million customers who are in the middle class level. This society has the

willingness and open for branded goods even it is pricey. Not only that, OEM companies from

China has become aware of the small amount of value from the products or service provided,

compared to a branded good that could gain more profits from a similar quality of the product.

There are different scenarios for value creation (Unit 2010).They labeled their brands as “Make

for China” than “Made in China”(Chin Soon 2011). Branding is already is prerequisite and a

great boost in every company (Unit 2010). Not only Malaysian companies need to topple over

the American and European brand companies in a more acute observation, but also challenge

themselves in investing in China. Asian countries like India, Indonesia and Vietnam has already

built a strong foundation of economic force and Malaysia has to have canniness to outsmart

them. He is very certain that local entrepreneurs are able to build a brand as competent as

IKEA(Chin Soon 2011).


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1.4 Quality

In the late 1980s, quality are considered top priority among firms with the adoption of TQM

principles, six sigma or control charts(Verganti 2009).

Quality has been given a lesser importance in the brand strategy as compared to design, price and

the European market, which is 15% from the total brand strategy.

For example, a marketing executive of Furnicrest mentioned:

“To produce high end quality product with low end price in a large selling quantity”.

Another marketing manager of AX Furniture said:

“Keep the best quality to our customers and always ship on time”.

Despite the lower percentage, more countries are importing Malaysian furniture for their quality

and durability of its tropical hardwoods such as Meranti, Nyatoh and Ramin that gives an added

plus to high fashion design furniture. 82% of furniture exports constitutes to wooden furniture,

followed by metal, seats and its parts at 7.2% and 7% respectively. Russia, South Africa,

Indonesia, China and Kuwait are the markets penetrated by Malaysia which has exceptionally

grown in Russia and Chile by 70% and 57% respectively (Council 2011). Besides that, the

government had also contributed to a strong and solid support in sustaining the growth of the

industry through the Ministry of Plantation Industries and Commodities and other related

Ministries(Council 2012).

However, two decades later after the 80‟s, quality is no longer a priority among top corporate

and not considered a strategic differentiator(Verganti 2009). Japan and Korea has advanced in

branding by putting a paramount importance in quality and reliability. „Made in Japan‟ was a 50

years slogan from Japan and strengthened by Sony which its mission is to “become the company

most known for changing the worldwide poor-quality image of Japanese products”. They

continue to strive in the 60‟s, 70‟s and 80‟s in Japanese cars and electronic industry. In the

1990‟s and 2000s Koreans were aggressively industrious. They began with low quality at first

throughout the period of brand building but became successful after constant striving.

Nevertheless, at times quality of a product could not be differentiated among all brands.

Therefore emotional connection has to be created to stay ahead that gives a sense of perceived

value from customers. Not only that, an excellent brand will not constantly shift its appearance,

look, service which will jeopardize the loyalty of its customers. A consistent brand is key but

30% of it must be in a local flavor to manifest different tastes in different markets(Unit 2010).

(Ratnasingam 2004) also agreed that in order to create higher value added furniture is largely

dependent on creativity and innovation rather than high quality materials or state of the art


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technologies. Unlike technological innovation that assists the consistent production of the

product, furniture that is expressive in a semantic and aesthetic manner truly drives the actual

value of a furniture product.

The hierarchy also shows that services play the least importance among other elements in their

brand strategy, which constitutes to 2% of the total strategy. According to (Ziaeie, Mohamed et

al. 2011), there are four groups of strategic orientation among the Malaysian furniture industry in

the export context, which are; Cost leadership orientation, mix strategy with focus strategy

orientation (biased mixed strategy), absolute mixed strategy orientation (unbiased mix strategy)

and differentiation strategy orientation. The findings of this study fits the four strategic

orientation according to (Ziaeie, Mohamed et al. 2011).

Table 1.1: Four strategic orientation in the Malaysian furniture industry

Strategic Group Strategic Dimension

Cost Leadership Orientation Offering lower price than competitors for similar quality products (Price)

Mixed Strategy Focus Orientation Concentrating marketing on certain geographic areas (European Market)

Mixed Strategy Unbiased Orientation Having a reputation for quality (Quality)

Developing/maintaining customer loyalty (Services)

Differentiation Orientation Research for new product design and development (Design)


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Figure 1.2: Ways to improve in being furniture giants

Figure 1.2 shows their views and opinions on ways to improve in order to be furniture giants.

The fraction of each theme by percentage is shown in the pie above. It can be clearly seen that

design received a much higher level of importance in order to succeed in the competitive market.

According to (Ziaeie, Mohamed et al. 2011), companies that perceives design as their strategy is

that under the Differentiation group which will show a higher performance average compared to

Mixed-strategy unbiased group that has the lowest performance average. A low percentage of

services describe the least important element in the strategy of the Malaysian furniture

companies which clarifies that they have the appropriate strategic activities to yield strong

competitiveness.

As a result, there has been a huge positive development of design to the manufacturers although

in stark contrast with branding which only comprises 10%r strategy. Such huge contradiction is

found compared to the first question in regards to their brand strategy. This shows their low

understanding on the real definition of brand strategy and how they carry their brand strategies in

their businesses. Most SMEs initiate their brand from a strong domestic platform which is

preferable before elevating to the global market. It is more advantageously to venture into

emerging markets that offers rapid growth and less traffic (Unit 2010). However, low percentage

of brand among the companies is not surprising (Wong and Merrilees 2005) where most cases

signifies a narrow definition of brand strategy which are limited to advertising, brand name or

logo. Having these elements as a major requisite for a firm‟s strategy is inadequate without any

brand implementation. They suggested that brand strategy and business strategy must be carried

out concurrently (Wong and Merrilees 2005).


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As referred to the first hierarchy, their interpretation on brand strategy is purely based on design,

European market, price, quality and services. They believe that their major success comprises to

leveraging technological innovation by creating new features but based on the European market

and lower cost which brings the largest value to their product.

Figure 1.4: Their strengths as furniture exporting companies

According to the Figure 1.4, price is not given a high priority to their firm. They also do not

include branding as their strength. This clearly signifies that their brand strategy are not fully

utilized by not playing a critical role towards brand orientation to pursue a competitive edge in

the marketing planning stage (Wong and Merrilees 2005). However, Asian businesses are

progressing faster than ever. They began to realized the power and effects of branding on their

businesses and appealing to customers (Roll 2008). Competitions has been more fierce and

decimating than before especially in terms of costs(Unit 2010). There are a total of 98 brands

from Asia which includes 26 emerging countries, 54 companies from Japan, and 9 companies

from South Korea. It is recorded that there is only one valuable brand from Malaysia from the

total 500 most valuable brand in the world.


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Table 1.2: World‟s 500 most valuable brand 2010

Country Brands Share of Global 500 (%)

Japan 54 10.8

China 18 3.6

South Korea 9 1.8

India 8 1.6

Hong Kong 4 0.8

Taiwan 2 0.4

Singapore 2 0.4

Malaysia 1 0.2

Total 98 19.6

This shows there is only 19.6% of the most valuable brand in Asia from the list of the world‟s

500 most valuable brand 2010. The main reason is the existence of poor markets for the

companies to build and develop their brand. Most companies has also do not feel the importance

of brand as their market had expand very quickly in their business by being in the right place and

the right time. Another reason is because they are already plentiful in their own comfort zone in

their short term profit mentality. They feel competent and bountiful in outsourcing for other

global branded companies and thus remained as an OEMs (Original Equipment

Manufacturers)(Gad 2001; Unit 2010).

Therefore, technical elements of a product are more focused and brand awareness is less

highlighted. They are oblivious to the fact that branding could create growth and business

expansion. This shows a typical traditional family business where they are much dependable on

low resources and short term perspectives. Therefore, finance, accounting, or any production

backgrounds are being put the highest organization hierarchy compared to marketing that is

regarded as stepchildren and being suppliers of commodity products to global branded firms. A

company‟s mission are revealed from its branding, therefore it is not relevant to entrust brand

management to a junior team(Unit 2010).

Asian companies still consider branding as merely a logo design or as advertising(Roll 2008;

Unit 2010).They need to progress further and to build strong brands and eventually will intensify

the Asian business landscape(Unit 2010). As stated by Ho Kwon Ping(Roll 2008);


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“I felt that Asian business would never get anywhere if it didn’t own brands. Partly this

reflected the earlier experience in our family business of putting in the energy to build a brand

as agent for an overseas principal, only to lose it when they eventually took the brand in-house. I

also knew the problems of competing in commodity markets where the business disappear as

soon as a cheaper supplier comes into the scene.” Ho Kwon Ping (Roll 2008)

Acquiring brand recognition is considered a huge venture to Malaysia. (Lavelli 2008). The

implementation and the importance of branding and design must be carried out concurrently to

enhance value-added products as the main targets in the National Timber Policy 2020. A

fundamental guide of branding vision and strategy could differentiate the Malaysian identity than

others. A Malaysian identity that preserves the key values and qualities of the Malaysian

tradition is the key to a successful Product Branding Strategy(Council 2008). On the other hand,

Singapore has gained momentum by pushing their products to a greater brand based on design

and not on low cost. They are determined to double their share of the world export market by

2015(Evans 2008). They had formed a B2B brand called „Mosaic‟ lead by Singapore Furniture

Industry Council (SFIC). This brand is a synergy between already established furniture

companies that are able to compete aggressively in the global market. They feel building a brand

is crucial to be able to respond fast to the changes of the furniture market(Morrison 2001)

Not only that, one must not compromise the quality of products when deciding to venture into

the export market. If one wants to make their products a premium, it is encouraged to have

brandings. The most criteria are the design, quality, moving out from the value chain and must

achieve high-end market from the middle-class. Now furniture is seen as a fashion and lifestyle

(MATRADE 2008).

CONCLUSION

A dramatic change as a whole is crucial as Asian companies need not only have to be fierce in

being trendsetters by being closely linked to society, and the people and the culture. This

includes the Malaysian furniture companies. Trendsetting must be carried out globally through

branding. Asian companies that own businesses globally would not succeed without branding.

This is because margins are squeezed; high volume and cost are rising by the day.


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Although China, Malaysia, Thailand and India are countries are in rapid transitions, other

developed countries like Japan, South Korea, Singapore, Taiwan and Hong Kong are highly

sophisticated businesses. Branding remains a contradiction in their business view. However,

brands like Sony, Apple and Samsung has managed to break the barrier and given the upmost

importance to constant innovation and creativity. Overall, Malaysian companies need to not only

enhance the firm survival but also to generate growth by making the right attitude towards brand

orientation and making brand based strategy in their daily businesses.

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