Dongfeng Nissan battles the top three in the industry

Chen Yu, who has been in office for more than two months, is bringing some different marketing ideas to Dongfeng Nissan. From the details of the nightly investigation of distributors, interviewing investors, and modifying the internal reporting process, the company has entered a million-level car. Enterprises are brewing a "return movement" from the inside out.

Being a low-key person, acting meticulously and steadily, and being familiar with the first-line market, this is the first impression made by the automobile's Sankei Group on the new head of Dongfeng Nissan’s sales headquarters Chen Yu. However, in the context of a wolf culture, how to achieve greater momentum is the theme of marketing variations that Chen Hao will face.

"I hope at least two things will be done during my term of office. The first is to complete Dongfeng Nissan's mid-term business plan for entering the top three industries, and the second is to establish a marketing management structure that can actively adapt to the market." .

Although the concept of innovation and speed can not be abandoned, but more stable and less mistakes, is becoming the first requirement of the joint venture company. To some extent, the resource-driven strategy and the tactics of stability and stability that Chen Xi emphasized after taking office may be just as his own personality, and it represents a new brand of Dongfeng Nissan's return to the original and solid foundation in the new market situation. Ideas and strategies.

At the same time, in Chen Hao’s opinion, his personal branding in his work is to minimize his personal requirements. “The less personal branding, the greater the help he may have for this team.” He said.

Ren Yong must choose

Unlike Dongfeng Nissan’s “three-nothing” executives, Chen Yu is a native of Dongfeng, who served as the chief of the office of the Dongfeng Motor Corporation (Party Committee) from the earliest days. After the establishment of Dongfeng Nissan, he served as Minister of Regulations, Director of the General Office of Economics and Development, and distribution. Business support ministers and other duties. This is undoubtedly a veteran entrepreneur who is familiar with Dongfeng Nissan.

In particular, the four-year general manager's career of Dongfeng South Industrial Group gave Chen Hao a very keen judgment on the first-line market. "For the market trend, I am very likely to have a phone call, or a WeChat message will be able to collect a lot of information, and now many sales consultants, sales managers, and even general managers are also willing to tell me something real." The people who Chen Xi had contacted were all impressed by their low-key, steady, and detail-oriented aspects.

This personality, and familiarity with the dealer system, may be able to answer many people's questions - "Why would it be Chen Yun?" According to an insider, he told the Automobile Sankei.com, "Chen Chen's appointment was actually in that year. Dongfeng Nissan's deputy general manager Ren Yong has laid a fortune when he transfers him to the South East."

As Dongfeng Nissan’s largest dealership group in the country, Dongfeng South’s annual sales contribution rate is over 10%. In 2013, the overall sales volume was more than 100,000 units. As the “Dinghai pin” in the Dongfeng Nissan marketing field, the Dongfeng South is responsible for the east wind. Nissan has an unusual position.

In the words of an insider, "The general manager of Dongfeng South is particularly difficult because Dongfeng South not only has to shoulder the burden of sales, but also has to be a model for all dealers and also has to act as a firefighter so that he can sit. People in this position must have been Ren Yong's well-thought-out thoughts. The average person can't do this job."

It is precisely because of this that he had personally participated in the initial asset restructuring of the joint venture, participated in the establishment of the Dongfeng Nissan Action Plan for the sound automotive joint venture industry, and gained valuable experience after years of tempering in the industry, all of which made Chen Hao become the sole authority in charge of marketing power. Candidates.

In particular, it is worth noting that there is a common skill requirement in all of Chen’s previous positions. That is the strict requirement on details and execution. Perhaps this also reveals a signal from the side. Dongfeng Nissan will The marketing idea will make some new attempts.

The New Strategy Conjecture Under Chen's Thinking

As the saying goes, coaching changes such as cutting knife, there is no lack of innovation in the car circle after breaking the axe after taking office, of course, also have the desire to stabilize the maintenance of existing models. However, there is obviously a third possibility for Dongfeng Nissan and Chen Hao.

Recalling the family history of the “largest joint venture in the Chinese automotive industry”, the introduction of the Action Plan undoubtedly effectively resolved the differences between the Chinese and Japanese shareholders. It is from then on that Dongfeng Nissan has embarked on a development express train. Road.

In particular, a large number of excellent professional managers represented by Yang Lan, Guo Wei, and Wen Fei emerged during this period. They branded the corporate DNA of wolf characteristics for Dongfeng Nissan. Talents from different industry backgrounds make the Dongfeng Nissan team full of vitality, pragmatic, flexible and aggressive.

The data shows that Dongfeng Nissan established a production and sales scale of 4.5 million units in 10 years, and completed about 20% in the first five years, and completed nearly 80% in the next five years. It can be said that Dongfeng Nissan made use of this fastest cavalry unit to lay down a few countries in a short period of time. However, when the market's competitive landscape changes subtly, Dongfeng Nissan may adopt a new approach.

Ren Yong's phrase "has just begun when it's fun" indicates that a new period for the steady development of "quality" and "quantity" has arrived. In Chen Yu's words, Dongfeng Nissan will enter the “resource-driven” era.

Adapting to this change and bringing new ideas is the top priority for Chen Zhen after taking office. According to an insider of Dongfeng Nissan, Chen Yu began to investigate dealers, interview investors, and modify internal reporting procedures soon after he took office. In Chen Yu's words, “A lot of dealers are pursuing sales and even neglecting their own duties should be to provide consumers with the best service.”

According to reports, during the late-night surprise inspection of dealers' testing of their 24-hour customer rescue service, a lot of problems broke out, and Chen Yu, who knew the dealer's “doorway,” did not just send the email to the manager of the 4S shop. At the same time, it was also distributed to investors in the channel. "Sales-based, service-oriented, this book can never be forgotten, so I want to remind them."

In June 2006, Ren Yong, in an open dialogue with marketing master Kotler, clarified the criteria for his marketing talent: Wu, Qi, and Qing. “Marketers need to be savvy and have a sensitive grasp of the market and consumers. He must also be embarrassed. After having a good idea, he must be able to push forward vigorously. This is a requirement for execution; he must also learn to use emotion to impress consumption. , and have a full passion and enthusiasm for the cause and team. "This is exactly the concept of employment Ren Yong has pursued for many years.

In fact, this insistence on the details of Chen Hao is in line with Dongfeng Nissan's new pursuit of brand and customer satisfaction. To a certain extent, this is also reflected in the different phases of the marketing talent standards of Ren Yongwu, Yan and Qing.

What is even more noteworthy is that Dongfeng Nissan will not only publish its mid-term business plan in 2015, but will also usher in the product launch year. Therefore, we can fully understand this way. Dongfeng Nissan’s strategy of attacking the city has not changed, but its external manifestations are becoming different. If we compare the former to the spark of the past, then it is now a kind of silent material. The latter may be even more frightening to opponents.

[Interview Record]

Part1: From Radical to Robust

If the promulgation of the Action Plan is likened to the successful completion of Dongfeng Nissan, Dongfeng Nissan will formally embark on the fast track of development since 2006, and the introduction of numerous new models will allow Dongfeng Nissan to improve its product line. Sales also achieved a great breakthrough. However, when Dongfeng Nissan is about to enter the rank of one million vehicles, it is clear that both the channel layout and the strategic direction need to make corresponding adjustments, and it is undoubtedly the best policy to seek stability.

Media: You just mentioned that Dongfeng Nissan is now going to do basic capacity improvement and return to the original point. Specifically, how do we plan to do it, and how can we ensure a more stable development of the company?

Chen Wei: The innovation and speed of Dongfeng Nissan has always been our pride. Of course, these two points are also what we need to continue to maintain. On May 1st of this year, I also demanded that our supervisors not be able to rest. They should stand with the first-tier dealers because the market does not take time off. The second one, Dongfeng Nissan has now reached a scale of nearly 1 million vehicles, like an aircraft carrier, so it must be kept more stable, can no longer make mistakes, and the judgment of things must be more accurate, unlike previous small ships. To turn around, at the same time, the things that are set must be firmly implemented.

I think that if the dealer lives well, he still has to rely on his own strength instead of relying solely on the leverage of the business policy. Just like what I said at the business conference in February, even the best brand has no profit. Shop, bad brand, it also has money shop.

Media: How do you want to put your own label on Dongfeng Nissan's marketing system, or what kind of height do you want to bring Dongfeng Nissan's marketing system to?

Chen Hao: I can do something more stable and I will definitely not change my goal. We once had a saying, "To die or to die on the way to the hospital." At that time, I gave a goal to the general manager of our franchise store. The first requirement was to not allow you to say no to the goal. The second is to die and die. On the way to the hospital, it was such a joke with them.

In fact, personally, I definitely want to be closer to Dongfeng Nissan's style, and I think the less personal branding, the more help the team may be, so I try to avoid personal imprint is too large, this is what I brought so The requirements of many teams for themselves are also my experience.

At our internal conference, I also said that I hope to do at least two things during my term of office. The first is to complete the mid-term business plan. Whether it is completed in 2018 or completed in 2020, the goal is to be able to The first three in the industry. Second, I hope to create a management-oriented organizational structure based on market orientation. Our current management organization structure is based on the market. Now I will use the force to adapt to the market and meet the needs of the market. The organizational structure then brought out a wolf-like team.

Media: In the four years of Dongfeng South, what do you think of the changes in Dongfeng Nissan? What is your own personal change?

Chen Hao: Actually, I think Dongfeng Nissan is certainly able to run as fast as it can in the current competitive environment of this industry. Dongfeng Nissan pursues sales, which is the first priority in market share. This is a must, not only in the past. It may be necessary to do this now and in the future.

For me, the biggest change is to learn how to manage. Originally I may have more to say from my own point of view. For instance, I should manage this thing. Now more is to create value, to think more about the problem from the perspective of the other party. All the communication is good, the strategy is good, the plan is also better. Maybe it is more to consider whether this scheme can be accepted by the other party. What kind of ideas will the other party produce? Secondly, for me, after I came back from the South East, I knew more about the front line. For the market's movement, I would probably have a phone call or a Wechat. I could immediately collect a lot of things in the front line, and now there are many sales consultants and sales managers. And even the general manager they are willing to tell me some real things.

Media: In your term of office, how do you plan to create Dongfeng Day brand?

Chen Hao: I personally feel that the four forces of commodity power, brand power, marketing power, and channel power are just like the four wheels of a car. Now, the focus is on the latter two. It is also the most urgent and must be immediate. Things to do. Brand power is like a piggy bank, and it has to be saved every day. It is not an overnight event, and every time you put it inside, you do a plus, not a minus.

Part2: From Dispersion to Focus

At the Dongfeng Nissan Dealer Conference in February, Chen Hao proposed five major measures for this year's marketing system. One of the important ones is to focus his work more on the basic management of dealers.

Change is not only this. The previous Dongfeng Nissan work meeting was bimonthly. Now it is changed to a single month. Directors and ministers must return to the company to interview the company. In the interview, the ministerial deputy ministers of all functional departments must also attend the meeting. The needs can be mentioned in person, and the leaders of the relevant departments can provide feedback at that time. In a word, using the words of a company insider, "Dongfeng Nissan has been closer to frontline communication."

Media: Why did you first choose the night service after you took office?

Chen Hao: They did not pay attention to me. Sales-based, service-oriented, this book can never be forgotten, so I would like to remind them that I will directly send the workers directly to the 4S shop investors.

Media: How did this work go?

Chen Hao: I just arranged for people to call customer service at 2 o'clock in the morning. More than 600 stores across the country are playing. Pretending to be a car owner who needs rescue in the morning as a franchise store, this time period should be someone's job, and this Rescue is also free. However, the effect of the feedback is not very good. Some people have no answer, and some cannot. Then I wrote a letter to them, saying that assuming you were the owner of the car, what was your mood when the call was over but there was no help?

I have always said that we should return to a normal state. What exactly is your 4S shop doing? Do not forget why you set off because you have gone too far.

Media: What is the overall level of Dongfeng Nissan's after-sales capability in the entire dealership?

Chen Hao: The service was originally our strength and won many SSI and CSI awards. But now some of our distributors are paying less attention to service. This is why I have to check emergency rescue services overnight. Based on sales, service-oriented, this book can never be forgotten.

Media: After more than four years of practical experience in Dongfeng South, what professional experience would this experience provide you in managing your marketing headquarters in the future?

Chen Hao: My biggest experience in the four years of Dongfeng South is that the key to the 4S shop is the position of general manager. If 80% of the general managers are selected, the problem is solved. The general manager must have a very strong career. Heart and passion must be liked by oneself, and his boss should give him more authorizations, including which customers give more and more profit. Now many shops do not do well because neither investors nor professional managers trust each other.

As for experience, I think two, the first is to know how to bring a team. Your personal ability is even stronger. If you have a bad team, you can't play a team, especially when the grass-roots people's passion and working ability are used. You will be very tired, mobilize and play the passion of their work, which is the most important. Secondly, for me, my job is very simple. It is such a simple logic to find a problem, find a problem, find a solution to the problem, and then solve the problem.

Media: In your opinion, how can Dongfeng Nissan's dealers go further in the competition under the new situation?

Chen Hao: We divide our network into new stores, excellent stores, and poorly performing stores. For those shops that are almost inferior, we will still restore the original support mechanism and will also use some of the key weaker provinces. The task group or coaching group approach helps him to make excellent and excellent, while allowing excellent shops to help those who come in later, as long as the back can grow up, basically the overall level can be improved. I told each of our directors and supervisors that in the area you are in charge of, as long as there is no backward shop and no problem shop, then your task is basically no problem, and then you can put more Concerned about its basic ability to enhance, is to do these aspects of the work.

Media: Did Dongfeng Nissan have any new plans or ideas for the construction of dealers' third and fourth-line networks this year?

Chen Hao: This year we will continue to work on the project of “100 cities and counties”. We expect to increase the sales of 100,000 units in this one thousand counties. Behind this work, what we value more is to really establish the second-tier outlets in this one thousand counties. We will give distributors some preferential policies to encourage 4S stores to go to the following counties to build their own secondary stores. Instead of looking for a big shopping mall, outlets sell brands.

Part3: From opportunity-driven to resource-driven

Nowadays, the competitive landscape of China’s auto market has undergone earth-shaking changes. In the past, as long as the time to build a store to make money has long passed, in Chen’s opinion, the current Chinese auto market has changed from an opportunity-driven era to a resource-driven era. With an increasingly fierce market environment, whoever has the core resources will be able to win in the next round of competition.

Media: Compared to the South of the East, now you have to manage so many shops and investors, how to stabilize and manage such a large system?

Chen Hao: The Chinese automobile industry is growing rapidly in recent years. I think now it has driven from the previous opportunity to a resource-driven era. Whoever has the core resources will be able to win in the next round of competition. And the future is a value-driven market. Whoever has a large brand value will win. We are still on the ramp of climbing. For Dongfeng Nissan, the next step is to have these core resources, including excellent channel resources and loyal customer resources. So my task is to ensure that in the next few years, Dongfeng Daily Production will own and control and utilize these core resources in this round of industry competition. To say that fashion is a bit, this is also a kind of Internet thinking. The promotion of the entire value chain requires a win-win situation.

Media: You just mentioned Internet thinking. What is your specific thinking? Dongfeng Nissan has always been a benchmark, and has gone further. For example, the Digital Marketing Department will change its thinking on Internet marketing in the future?

Chen Hao: Actually, I think a lot of things don't mean that we take the initiative to think about it. Just as we just said that the essence of marketing is to understand consumers, you understand consumers, that is, requirements, and then it forces you to change it. It forced you to do something. Or in other words, if you are willing to put aside your posture to serve it, if you are willing to change your mind or change your attitude, you will be able to succeed. In the digital marketing of the Internet, Guo Wei is always responsible for these. Year is still good.

From the Internet, the Internet is nothing more than an increase in the width of the Internet. It is a form of rich channels. It cannot be replaced by 4S shops in the future. Dongfeng Nissan is also considering itself and is also trying to judge because there are many third-party e-commerce providers. Does this model outweigh the disadvantages to me or is it more harm than good? How accurate is the conversion rate? These are questions that we need to think about further.

Media: What did you talk to the investors after you took office?

Chen Hao: After the listing of Huangshan New Junjun, I had a one-on-one exchange with 13 important investors, each person was 20-30 minutes. Everyone I asked them three questions: First, you are on Dongfeng. What are the requirements or recommendations of Nissan? Second, where are competing products worthy of Dongfeng Nissan to learn? Third, what are the deficiencies of the supervisors or commissioners of Dongfeng Nissan's frontline and how should they be promoted?

Media: How are you going to ask? What are their suggestions for Dongfeng Nissan?

Chen Hao: Overall, the brand loyalty of Dongfeng Nissan dealers is still relatively high, because many people started from Dongfeng Nissan. As for the proposal, we hope to win together. The current industry competition for Dongfeng Nissan has already reached the point where it must do so. From the inside, we will also respect the voice from the front line more.

The media: In fact, it seems to us that Dongfeng Nissan is still greatly influenced by Sino-Japanese relations.

Chen Hao: Yes, so I said that the Diaoyu Islands incident advanced the Japanese brands from the opportunity-driven era to the resource-driven era. At the time of the Diaoyu Island incident, many dealers who were very confident in Dongfeng Nissan started to shake because he did not know what would happen in the future. Therefore, if he originally wanted to apply for Nissan, he might change to apply for another brand. The same is true of our customers. Since there is no 100% loyalty to the brand itself, after this incident, their loyalty to the brand is declining.

Therefore, the urgency of the entire Japanese brand in how to seize the core resources and seize the core resources in the industry may be more urgent than other brands. Therefore, we are now paying attention to the revenues of distributors, focusing on the development of dealership capabilities, and paying attention to the viscosity of our retention customers and loyal customers. All of these are pave the way for the future.

Media: You mentioned that in this year's three major events of Dongfeng Nissan, both the retention of customers and channels are actually consistent with the resource-driven approach that you mentioned before, and Tianhao is the only model that appears. On the task, why did you put Scorpio in such an important position?

Chen Hao: Tianhe I think it is very important, it represents the height of the Dongfeng Nissan brand, so the sky must be sold well. After the listing of New Junjun, the performance was also very good. I read the report every day. In my opinion, if the odds of Xinqijun's orders are too high, it may not be a good thing. For us, sales are important and brands are also important.