品牌藍圖：化整為一的楠弘集團策略思維
在品牌策略與分析階段，瑞致品牌團隊協助楠弘以「集團化」的思維，確立旗下九間門市的發展利基與目標族群，一方面彙整資源，強化集團形象，一方面鞏固門市的獨特優勢，發揮整合後的最大效益。
楠弘溝通對象涵蓋25-75歲，區分為建案客戶 (B2B) 及零售消費者 (B2C)；B2B 端強化「未來生活風貌」的觀點，提出最「貼心」的生活風格提案；在 B2C 端，產品與服務的訴求延續「人文與美感」的企業初衷，並圍繞人生不同階段對「家」的想像與情感。
楠弘導入集團化策略的第一步，從統一名稱開始：原本九間門市為各自命名，消費者不容易聯想與楠弘集團的關聯。瑞致協助以「楠弘」加「門市名稱」的四字組合來整合，使對外形象一致，強化消費者對「楠弘集團」的印象，同時保留門市在地長期建立的知名度。
Branding Blueprint: A Unified, Group-Level Strategy for Lafon
During the brand strategy and analysis phase, the Vetica TAIPEI team assisted Lafon in adopting a “group-level” mindset to establish the development niches and target audiences for its nine stores. This approach allowed Lafon to consolidate resources and strengthen its corporate image while simultaneously preserving each store’s unique strengths to maximize the benefits of integration.
The target audience for Lafon encompasses people aged 25 to 75, divided into project clients (B2B) and retail consumers (B2C). For the B2B side, the goal is to enhance the perspective of a ‘future lifestyle’ and propose the most ‘thoughtful’ home style solutions. On the B2C side, products and services continue Lafon’s founding mission of “humanity and aesthetics,” resonating with consumers’ evolving visions and emotional connections to “home” at different life stages.