Given the series of stimulating policies, economic tightening, and financial constraints, how should China's major commercial vehicle companies face the test and how should they prepare for the war? In the face of the 2012 commercial vehicle market, how should companies respond? There are several key points worth thinking about:
I. Promoting brand value with services and achieving leapfrog development with the Internet
Enterprises should actively seek transformation, seek innovation, in-depth investigation of customer needs, take customer interests as a fundamental starting point, improve service levels, should maintain the 24-hour after-sales service hotline unimpeded, warranty period, excluding time and mileage costs, insist on the phone to The principle of service. More development of spare parts sales network, so that accessories easy to buy worry-free. The competition in the commercial vehicle market is becoming more and more fierce. If companies want to take the initiative, they must take advantage of the service brand competition.
In the long run, competition in the service sector is an inevitable result of market development. Efforts to cultivate its own services, starting from the interests of its customers, and establishing its own service competitiveness will surely succeed in breaking sales, making the company in this fierce competition. A firm foothold in the market.
Second, guide dealers to improve their comprehensive operating capabilities
According to statistics, a large part of domestic commercial vehicle dealers are single-store operations, and the overall situation is “small, scattered, and chaoticâ€. Last year, due to the adjustment of the overall market for commercial vehicles, some dealers experienced a situation of loss and net withdrawal.
At present, with the acceleration of the pace of survival and the elimination of the fittest in the market, dealers are facing enormous market competition pressure. Enterprises should guide dealers to integrate, eliminate the situation of “small, scattered, chaotic†stores, and establish complete vehicle marketing and spare parts supply. The four-in-one modern marketing service system is for maintenance and information feedback. At the same time, it guides dealers to build multi-regional storefronts and tries to chain store chains.
Third, do a good job in channel planning, maintain the normal price system
Commercial vehicle distributors and middlemen often cross control, or jointly control some downstream customers. Due to pressure from manufacturers, they often compete for customer guilt, mutual price cuts, picking goods, disrupting the market order, home manufacturers policy, regional The normal spread system and the status of competing brands were ignored. In the end, they ended up losing both sides and losing customers.
Companies should plan their own overall sales distribution based on their own marketing plans, combined with the potential of the regional market, local economic development levels, commercial vehicle procurement capabilities, and competitor performance. Through the distribution of sales, according to the target to select and plan dealers, at the same time when the network layout to fully address the site selection, customer analysis, passenger flow, market traffic, market assessment, competitors, market analysis, etc. . Strict implementation of the real sense of the exclusive agency of the regional responsibility system, eliminate cross-regional sales, reasonable distribution of marketing outlets, on this basis, a unified price policy, the implementation of a unified national marketing price, shipping revenue, the standard uniform; that vehicle price = basic Price + uniform shipping rates. In this way, it not only regulates market behavior and order, but also strengthens market management and avoids excessive or vicious competition.
Fourth, strengthen the loyalty of middlemen to prevent the loss of customers
The lower the middleman in the channel, the weaker the loyalty and loyalty of the company. Moreover, when these customers turn to other brands, they can take away their downstream customers. This undoubtedly brings great potential for business risks and potential losses.
Enterprises should strengthen the establishment of strategic partnerships between manufacturers and distributors, and pursue common growth and sustainable development. Harmonious company relationships must be based on fairness, justice, and equality. The so-called fairness is the signing of distribution contracts or agreements between manufacturers, or other matters that arise during the cooperation process. The starting point must be to seek truth from facts rather than deceive and conceal each other. The so-called fairness means that the resource allocation of the manufacturer must be relatively reasonable and fair, and cannot be unfair. That is to say, in the stipulations of the distribution contract, according to the prior commitments, the resources should be reasonably and optimally optimized, and the expected input should be used. But to be fair and just. Equality is the basis for long-lasting cooperation among manufacturers. In reality, there are always phenomena where the factory bullies and merchants bully the factory. The correct approach is to realize fair dialogue on the basis of equality, that is, to discuss all matters in an equal capacity, and to achieve unity of opinion and deep trust in each other on the premise of friendly consultation and in-depth communication.
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