I think the problem here is how our local manufactures structure their companies and there marketing strategies, lets agree on one thing first; just because you can make good furniture, does not mean you will run a successful furniture company. Actually production of actual furniture is a small part of the business. First there is distribution; accessibility through good marketing and business development, Good concept, image and visibiltiy are essential (Mwana kijiji it is at this stage or with the business development division that tenders will be sought), There is customer service and support for before, during and after sales , (Am fed up of calling my fundi jus to here he has gone to tandale to get wood and that i should call back in the evening), Their is location, Most of our local manufactures dont understand the difference between back office and front office and dont show case there product (yaani zero understanding of the difference between workshop or show room), Our local manufactures dont have any specific product mix so there for the become jack of all trades master of none. Its very hard to find producers with a set range of products and very often quality level and designs vary too much. Lastly of course its the pricing strategy, most local producers sometimes just go by rule of thumb; not knowing whether their prices are competitive or not. (normally the pricing is done in real time depending on the car you pulled up in or the way you are dressed.)...
My Take:
We need appropriate division of labour. Lets leave manufacturing to the manufactures, lets set up companies that deal with all selling aspects, front office aspects and business development, product presentation and quality assurance and customer service as well as supplier handling. Just as Ikea's business policy these companies can develop supplier agreements with our local producers and act as a distribution and selling point for for example a local carpenter in a Just in Time supply chain management approach.