In the current European light passenger market, the first camp has played a big price tag, squeezing high-end products, and sacrificing some of the profits of low-end and mid-range products to increase market share and squeeze new brands. Although the second camp has emerged and grabbed some market share, overall, it still cannot change the market's duopoly pattern.
How can the second camp achieve overstepping and can really threaten the first camp?
Accelerate adjustment
At present, SAIC Chase and Jianghuai Xingrui are actively adjusting, including the adjustment of organizational structure, in order to enhance the response speed and adaptability to different regions and market segments. It can be said that these two new brands are shifting in order to achieve a higher rate of development.
For SAIC Chase and Jianghuai Xingrui in the second camp, the issue of survival has been resolved. Now the main problem is the development issue. That is, how to increase the market share, from the joint venture brand to the sales in the segment market. Take share. The following is a detailed analysis of SAIC Chase and Jianghuai Xingrui.
JAC Xing Rui joins the family of passenger cars
The adjustment of "Jianghuai Xingrui" was carried out under the background of the great changes in the overall organizational structure of Jianghuai Automobile.
JAC Multifunctional Commercial Vehicle Company is a business division established by JAC Group in the second half of 2010. Its main brand is “Jianghuai Xingrui†European multi-purpose commercial vehicle brand. Competitive benchmark products are Jiangling Ford Transit and Nanjing Iveco. In August 2013, JAC announced the release of a multi-functional commercial vehicle company, merging the original JAC Sedan Marketing Company (“He Yueâ€), JAC Multi-Purpose Vehicle Marketing Company (Rui Feng), and JAC Multi-Purpose Commercial Vehicle Marketing Company into one. Large passenger vehicle marketing companies; original JAC Sedan Manufacturing Co., JAC Multi-Vehicle Manufacturing Co., and JAC Multi-functional Commercial Vehicle Manufacturing Co. merged into a large passenger vehicle manufacturing company.
According to the idea of ​​Yan Gang, general manager of the new Jianghuai Passenger Vehicle Company, the new marketing system implements a matrix management structure, and the sales area uses the provincial business center as the business unit, breaking the original three regional offices of the different marketing companies. The independent “disadvantages†weaken the segmentation of different brands. Each business center manages the sales of the three brands “He Yueâ€, “Rui Feng†and “Xing Ruiâ€. Moreover, the regional units of the former marketing companies before the merger were also cancelled, replaced by a more flat provincial business center and three branches (equivalent to “special zonesâ€), and the provincial business centers directly governed the dealers in the region. The authority of the company's headquarters on the commercial policies and promotion policies of provincial business centers is much greater than before.
This kind of radical reform is also unprecedented in Jianghuai Automobile. In addition, this new brand of Star Rui can borrow Ruifeng's distribution network within the scope of a large passenger vehicle marketing company, which is undoubtedly beneficial to enhance the competitiveness of Xingrui brand and products. Currently, there are only three or four hundred dealers in mature dealers. If half of the 4S shops in these dealers can display the Starlight Europe-based light passengers, then it is likely to imply that the sales of Xingrui are also Can double. This expectation, with the institutional adjustments in place, may soon be realized.
Decentralized SAIC Chase established two centers
The adjustment of SAIC Chase in 2013 included both product adjustments and marketing adjustments.
On the one hand, product adjustments are mainly reflected in the introduction of the 2014 Datong V80 series models in July of this year. The performance of various aspects, conditions and adaptability, and other product indicators have increased significantly; on the other hand, the adjustment of marketing has mainly focused on decentralization. System to expand.
In the first half of 2013, SAIC Commercial Vehicle Co., Ltd. implemented a major adjustment to the marketing section. The adjustment was based on the establishment of a sales center and marketing center within the marketing company. According to the positioning of the functions of different departments, they were assigned to these two centers respectively. Before the adjustment, the marketing company directly governed the sales department, the brand marketing department, the service department and other department units; after the adjustment, the two centers were established. The marketing center integrated brand management, market research, network, after-sales service, customer relations and other departments, and paid more attention to To build the marketing base of SAIC Chase, that is, the promotion of marketing product power, brand power and channel power, and the construction of after-sales service system. The sales center includes first-line combat departments such as sales of large customers and regional sales, and is responsible for formulating sales strategies and regions. Business planning for promotion and training programs. The two centers set up general manager positions and are directly responsible for the general manager of the marketing company.
At the same time, through the adjustment of the marketing structure, more business policy authorizations have been given to regional distribution centers. Distribution centers can respond to dealer needs, user requirements, and market demands in jurisdictions in a very short period of time. The "frequency" reported to the headquarters will shorten the decision-making process and time, and quickly seize the market.
Overall, this year, SAIC Chase and Jianghuai Xingrui have all undergone major adjustments, with major changes from organizational structures to personnel. The two brands in the second camp invariably implemented marketing section adjustments in mid-2013, aiming to compete with strong brands such as Quanshun and Iveco in the market through more flattened organizational structure and more authorization of first-line sales units. . Is this change effective? When can it work? Can this change accelerate the development of both?
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