The off-season of the home textile industry is determined by the attributes of the industry itself. If our enterprise can take some positive and effective measures, it can effectively reduce the negative impact of off-season on enterprise sales. The author believes that products are the protagonists of off-season marketing. Correctly treat the off-season of the industry. First of all, we must change our thinking. Some home textile enterprises think that the off-season is coming, and there are not many things we can do. It is better to let go of the south, and the sword is biased, and it is easy to slack off ideologically. This is not right. Zhang Ruimin, president of Haier, once said: "There is no off-season market, only off-season creativity." As a market phenomenon, off-season exists more in people's subjective image. For home textile enterprises, in the off-season, what should be done is to seek potential rather than profit. This strategy can be embodied in product development, channel development, terminal promotion, team training and other aspects. As far as products are concerned, there are many things worth doing. Strive for product competitiveness first, find out the projects that the company has the potential to become a fist product, strengthen the competitive advantage of fist products and improve product competitiveness. Every home textile enterprise should have its own fist products and create its own "star". Mercury home textiles' efforts in quilts; Deep development of A-fontane on pillows; Gorgeous reached its peak in the process of brocade embroidery; Violet's diligent pursuit of embroidery technology and millions of needles home textiles ... are examples of making fist products. When the off-season comes, home textile enterprises should analyze which products sell well and which ones don't, and find out why some varieties sell well and some don't, according to the sales data of the last peak season. For products that sell well, on the basis of advantages, we should continue to increase investment in development and marketing, continue to strengthen advantages, and strive to turn advantages into fist products. For products that don't sell well, we should find out the reasons, and then constantly improve these products to enhance their market competitiveness. Second, as far as the existing products are concerned, according to the demand characteristics in the off-season, new consumption purposes (functions) are developed and new consumption methods are discovered. In sharp contrast to the characteristics that consumers are no longer satisfied with the basic functions of home textile products and turn to diversified consumption, the current use and consumption patterns of home textile products show a single feature. Therefore, there is still a lot of work to be done in developing new consumption purposes and consumption patterns. First of all, we should pay attention to the development of seasonal products in terms of aesthetics and style of products. In terms of product style, spring and summer products should be mainly fresh and elegant; In terms of product color, we should take fresh and elegant colors as the keynote, such as grass green, lake blue and other cool colors to create a cool atmosphere of summer home. Secondly, through the innovation of product functions, special off-season products are launched. In the beer industry, winter is the off-season, and some beer manufacturers have introduced warm beer, hot pot beer and other products, which are worth learning from home textile enterprises. In spring and summer, consumers' demand for basic functions such as warmth retention of home textile products is weakened. If home textile enterprises can develop some other unique functions in real time, it will arouse consumers' interest. For example, unique functions such as "antibacterial health care" and "cool home textiles" are good choices. Thirdly, we should combine the new product launch conference with the ordering conference, not only using the excitement of the new product launch conference to dilute the coldness in the off-season, but also combining the new product launch conference with enhancing channel confidence, strengthening manufacturer trust, promoting cooperation, reaching orders and withdrawing funds. Third, develop four seasons products and enrich product lines. At present, some home textile enterprises have the misunderstanding that home textiles are bedding, so in product development and production, they often only focus on developing products suitable for autumn and winter, and the product structure is single, which is prone to so-called seasonal faults. In fact, the home textile industry covers a wide range of product lines. How to get rid of the shackles of a single season and develop a rich product line that can be used in all seasons, such as developing bedding and other non-bedding in spring and summer, is the fundamental solution to the off-season problem. For example, Shanghai Mingchao Bedding Company develops marketable seasonal products in the off-season every year, which is often in short supply. Fourth, do a good job in consumer surveys, provide a basis for product development, and find reasons for consumers to buy. When developing products, home textile enterprises basically do not do market research when promoting brand selling points, resulting in products that cannot meet consumer demand. In fact, the elderly are more suitable for developing functional products, the young and middle-aged are more suitable for brand home textiles, and the post-80 s prefer fashion and discount products. These consumption characteristics, as well as many other characteristics, should be investigated by home textile enterprises before product development and brand communication. Club: the sharp weapon of off-season marketing is in the off-season. For specific consumer groups, it is undoubtedly a good opportunity to carry out "frequent marketing", that is, home textile enterprises can promote product sales by providing sales incentives to existing consumers. The goal of frequent marketing is to make existing consumers generate more sales and get greater profit returns, which is also the basic way for enterprises to develop continuously and build customer loyalty for consumers. The most commonly used and effective marketing method of frequent marketing is to implement "frequent customer plan", or "consumer loyalty plan", which is a medium-and long-term purchase incentive plan launched by enterprises to stimulate consumers to continue to buy or retain consumers. In essence, the essence of "frequent visitor plan" or "consumer loyalty programs" is club marketing. That is to say, the home textile shop is the core, a member club is established for customers, and the club is the platform to communicate, sell, exchange and serve members, so as to enhance consumer loyalty and occupy consumers' "wallets" to the maximum extent. So, how to make the "frequent visitor plan" implemented by the home textile club more successful in the off-season? First, pursue employee loyalty first, and then pursue consumer loyalty. The loyalty of consumers should be obtained through the wisdom and labor of all employees in the enterprise, and the satisfaction and loyalty of employees are the basic premise of customer satisfaction and loyalty. Therefore, enterprises should first customize employee management, formulate "employee loyalty programs" for employees, retain core employees and let them work hard for the enterprise. Second, accurately locate consumers and launch precise marketing. The key point for home textile enterprises to implement the "frequent visitor plan" is to aim at the target consumers, who have the potential of loyalty and purchase. This kind of consumers can be said to be red, professional, valuable and sincere. For example, Luolai Home Textiles, the target consumer group covers female consumers aged 25-50, while the main consumer group is white-collar women aged 30-40. Luo Lai launched "Luo Lai Fashion", in addition to introducing the new products of the season, it will also introduce the current popular fashion home information, as well as the home improvement experience of some fashion figures, in order to cultivate the loyalty of this core consumer group. Third, choose the most suitable "frequent visitor mode" to be simple, easy and effective. For home textile enterprises, we can adopt the incentive plan of consumption points, that is, enterprises provide points for consumers' purchase behavior and recommendation behavior. In a certain period of time, according to the customer's points, provide different levels of rewards. In addition, we can consider hierarchical management of members according to the consumption quota and provide corresponding value-added services according to the level. Fourth, define the theme and promote it. "Frequent visitor plan" is a business promotion activity launched by home textile enterprises to improve sales and loyalty. Of course, the theme of business promotion activities is the God of promotion activities, which is the main line of promotion activities. Without this theme, promotional activities will diverge, and there will be nothing to grasp in marketing communication. In fact, the determination of the theme should consider the content of the "frequent visitor plan", combined with the season, time, cycle and other factors of promotional activities. Five, in the necessary form, the formation of organizational security. Home textile dealers invested to build an interactive platform with consumers-club organization, and adopted standardized management, including basic work such as club articles of association, establishing customer files and customer purchase records. Undoubtedly, this form has narrowed the distance between dealers, home textile brands and consumers, enhanced the interaction with consumers and provided consumers with more personalized services. Sixth, maintain and retain consumers and set the threshold for brand transformation. If consumers switch from one home textile brand to another, they may lose a lot of time, energy, money and relationships, so even if they are not completely satisfied with a home textile brand, they will think twice. Switching costs can be divided into three categories: the first category is financial costs; The second category is process cost; The third category is emotional cost. This can be further decomposed into economic crisis cost, evaluation cost, learning cost, organizational adjustment cost, interest loss cost, money loss cost, personal relationship loss cost, brand relationship cost and many other aspects. If dealers can make good use of switching costs, they will certainly gain something. The most mainstream approach is to issue a well-meaning "warning" to consumers, telling them the difficulties, economic costs and risks they will face when changing careers, or emphasizing the uniqueness and irreplaceability of products or services to consumers. At the same time, by increasing the conversion cost, consumers feel that if the conversion is carried out, it will not be worth the loss. 7. Integrate resources and serve consumers well. Home textile enterprises should be good at integrating internal and external resources, especially external customer resources, when implementing the "frequent visitor plan". To this end, we can choose different enterprises with the same target customer group as this home textile brand, make full use of their customer resources to serve the "frequent customer plan" and better serve customers. Eight, different from competitors, differentiated marketing. If the "regular customer plan" launched by home textile enterprises is easily imitated by competitors, then your "regular customer plan" is doomed to fail. For example, measures such as price discounts, accumulated points, extra promotional items, gifts, etc., aimed at customer loyalty programs for price incentives or additional benefits, in order to increase the purchase frequency and single purchase times of customers. The above practice is easy to be imitated or copied by competitors, which not only has low effect, but also brings "trouble" to yourself. Therefore, we should take a marketing road different from our competitors. 9. Establish a guarantee mechanism to protect the club. Although many home textile enterprises have not signed any contracts with consumers when implementing the "frequent visitor plan". However, the frequent flyer program has formed an "invisible contract". Home textile enterprises will formulate the club's membership charter for "frequent customers", which is the "rules of the game" in cooperation, and it is the agreement on the relationship between enterprises and consumers' rights and interests. Therefore, it is necessary for enterprises to make the "rules of the game" transparent, for example, in various environments such as general meetings, member manuals, member publications, membership cards, in-store conventions, etc., so as to communicate with members thoroughly.