Cream Marfil Marble Flooring Wall Tiles and Slabs

Competitive price and superior quality
Supply ability: 28000 square meters per month
Various stone colors and sizes available
Stone types: marble, granite, onyx, tiles, slabs, countertops, etc
Application: commercial, residential

Cream Marfil Marble Flooring Wall Tiles and Slabs

Regular sizes:
Tiles: 300mm x 300mm or (12" x 12"), 400mm x 400mm or (16" x 16"), 457mm x 457mm or (18" x 18"), 300mm x 600mm or (12" x 24") 600mm x 600mm or (24" x 24")
Slabs: (1800mm - 3200mm) x (600mm - 2200mm)
Countertops: 96" × 26", 108" × 26", 96" x 16", 72" x 36" 76" x 36"
Vanity Tops: 25" x 22", 31" x 22", 37" x 22", 49" x 22", 61" x 22"
Thickness: 10mm, 12mm, 16mm, 18mm, 20mm, 23mm, 25mm, 30mm, 50mm, 100mm, etc.
Customized sizes are available according to your request.
Packaging and Shipping for Cream Marfil Marble Flooring Wall Tiles and Slabs
Packed in strong wooden crate or bundles, all wood is fumigated as per current international requirements ISPM15. Details as following,
Slabs: pad with plastic film between slabs, then packed in strong seaworthy wooden bundle outside;
Tiles: 6-10 pieces in one foam/paper box inside + strong seaworthy wooden crates, reinforced with metal straps outside;
Countertops: pad with foamed plastics, then packed in fumigated wooden crates, reinforced with metal straps outside;
Sink/Mosaic/Cut-to-size: foam and carton inside + strong seaworthy wooden crates, reinforced with metal straps outside.

Commercial & Residential, Interior Floors & Interior Walls, Countertops & Table Tops, Exterior Cladding & Exterior Pavers, Medallion & Mosaic, Pillar & Balustrade, Moulding & Border, Door & Window, Tub Surrounds & Showers, Fireplace & Mantel, Garden Stone Products.

If you're interested in Cream Marfil Marble Flooring Wall Tiles and Slabs, just feel free to contact us, we will keep providing quality products and excellent service for you.

Contact Us
Sales Manager: Adam Li
Phone/WhatsApp: 0086-15805032000
Skype: adam-li@outlook.com

Stone News
China's stone industry cluster is highly related to economic growth. In a short period of 30 years, China's industrial reform, structural transformation, technological innovation, and economic development have achieved unprecedented success. The stone industrial clusters represented by Fujian Shuitou, Yunfu, Guangdong, and Laizhou, Shandong have developed rapidly under this unique economic background, and have diversified development paths in the local and surrounding areas.

Stone industry clustering is conducive to promoting regional economic growth. Relevant theoretical research and development practices have shown that companies in the same industry seek maximum maximization of their interests in cooperation and form closely-linked industrial clusters. This is the main way to enhance regional competitiveness. Industrial clusters gather small and medium-sized enterprises in the same industry in a certain area, further deepening the division of labor and collaboration in the region, thus forming a more efficient method of production organization; and combining industrial development with regional economy to make the industrial space The proximity is enhanced, which can greatly reduce the transportation costs incurred by frequent transactions between enterprises and increase regional production efficiency.

Stone industry clustering is also conducive to the expansion of industrial agglomeration effects. The economic energy generated by agglomeration is the driving force for the entry of external enterprises. Once the embryonic form of industrial clusters is formed, it can attract more related companies, R&D service organizations and professional talents to gather, resulting in cumulative effects on professional knowledge, production skills, and market information. , By obtaining more market opportunities, more abundant market information and talent support, thereby reducing market risk. At the same time, it will also increase the pressure of peer competition, promote mutual learning, reduce learning costs, and further enhance the industry's innovation and competitiveness.

It can be said that the clustering of the stone industry is an important indicator that China's stone industry has grown from scratch in the past 30 years, from small to large, and gradually from large to strong.

However, on the other hand, China's stone industry clusters also have problems. According to Michael Porter, the “Father of the Competitive Strategy” of the United States, industrial clusters are not a simple addition of similar companies but an organic whole consisting of enterprises and other corresponding agencies that are closely related to each other in an industrial field. It includes at least three elements: First, it is related to a certain industrial field, which is the foundation for the formation of industrial clusters; Second, enterprises and related organizations within the industrial cluster are closely related to each other, which is the key to the formation of industrial clusters; Industrial clusters are a complex organic whole. The internals include not only enterprises, but also related chambers of commerce, associations, banks, and intermediary agencies. This is the entity composition of industrial clusters.

By this measure, our stone industry cluster is obviously still junior. First, there is more horizontal development and insufficient vertical support. The mine resources are more developed, but the management and rational development of the upstream mines, the management and implementation of standardized products in the middle reaches, the downstream brands, marketing networks and other products have relatively lagged development capacity; Second, the products are low in the global industrial chain. In the end, the development of enterprises is not based on the competitive advantages of innovation, but more on the comparative advantages of low-cost, and the vicious competition that results from this; Third, on the industrial cluster, some local governments only stay in the general plan, or the central government The simple communication of the document still does not understand what companies need, nurture entrepreneurial and crea.tive atmosphere, and strengthen the links between related companies and between industry, universities and research institutes. This is also a key issue for cluster development.


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