The discourse of Luxury Design is much more complex than one might think. Behind the concept of style and luxury furniture there are infinite advantages but as many disadvantages, which make it very difficult and intricate for companies to keep up with the times. Trying to avoid unpleasant episodes, Contract companies, also and above all SMEs, have shifted the focus of optimization on processes and data flows: in fact, if the relationship between project and product is one to one (a project for a single product), it is not possible to scale on large volumes. What can be controlled and optimized is the order management process, from taking charge to delivery and even beyond, to assembly and logistics, arriving at a process that leaves no room for errors, that does not allow duplication of data and that automates manual procedures as much as possible.
To be able to stay on this wavelength, we proceed by analyzing the production processes and using the most technological CAD software for 3D design and specific and verticalized order management for furniture. What does it all mean? There is also room for small companies in contract furniture, but with the constraint that those who deal with Luxury Design have every interest in placing the accent on an unsuitable production method, trying to broaden horizons, embracing the management of the entire order. So if you are wondering what the risks and opportunities are for a contract furniture company, the answer cannot be unique and unambiguous. In the context of an important sector study that analyzes the dynamics of the Contract furniture sector, it highlights what is perhaps the main weakness: the control of submerged costs that arise from incorrect management of project data (and which often degenerate into catastrophic errors, as can be an incomplete overseas expedition).
The world of Contract and luxury design has been the turning point in the furniture sector which, in the last ten years or so, has given breath and the possibility to expand to many companies that have clashed hard with the recession and the crisis of the traditional market of ‘standard furniture. Conversions to a production mode entirely on order have often not been weighted and analyzed in detail, so much so that some companies have not, however, withstood the blow. Managing a contract order, even as an interior contractor or a subcontractor, is not simple: it has high costs, deferred payments, and a high component of tradition. , “learning by doing” does not pay. The profit margin and the stability of the company itself depends directly on the management methods and tools used. It is the competence, the use of adequate technologies, the ability to respect deadlines and the reliability that allow a furniture company to win a contract: with the same know-how these are the characteristics that make the difference and that represent a competitive added value for the company. The contract is the future for companies that are looking for a cultural change and a winning business model: a change that is the necessary prerequisite to ensure that it can be transformed into an all-round opportunity.