On July 1, 2008, the State III Standard for the Third Stage Limit of Motor Vehicle Pollutant Emissions was formally launched nationwide. After the rise in raw material prices and the continuous rise in oil prices, the full implementation of the National III standard has become a “cold stream” in the automotive industry. In the commercial vehicle sector, the impact is particularly pronounced. According to investigations, almost all brands of trucks in the market have undergone different degrees of price increases.

So what will be the truck market after the price increase? The reporter conducted visits and investigations on dozens of truck dealers around Beijing and learned about the major models and related brands such as heavy, medium and light on the market. After the comparison, it was found that after the apparent price increase behavior, the dealer’s operating status was two extremes: dealers with relatively difficult operating conditions were even more paralyzed after the price increase, and the negative effects were more affected by the price increase. However, the original distributors with good performance not only did not receive too much restrictions, but were even more competitive, and their market performance continued to rise.

The same external environment, the same policy factors, why such a gap? The reporter interviewed some of these dealers and summarized their experiences, hoping to have a positive effect on the construction of the truck marketing environment.

Beyond the principle of user satisfaction

Founded in 1998, Beijing Changchun Wanrong Automobile Sales Co., Ltd. is a franchise store of FAW Group. Since 2001, the annual sales of liberation trucks have exceeded 1,000 units, and the annual turnover has remained at more than 200 million yuan. It has a good reputation and reputation in the industry. Its sales of liberation semi-trailers and dump trucks occupy a lot in the Beijing market. Big share. The reporters interviewed saw that in Changchun Wanrong’s dilapidated office complex, there were more than 20 passenger cars of various types parked in various places. The relevant personages explained that this was all about sitting in front of the car, setting the car, and mentioning the car. Driving; and in the small financial room, waiting for customers to pay a line of crowded teams. For the first time, reporters saw dealers have such a huge "charm"!

In the face of the reporter’s surprise, Chang Yang, Wan Rong’s sales manager, explained, “We have always insisted on exceeding the principle of customer satisfaction. This is an important reason for our success. Of course, we are not so busy every day.” He said. Satisfaction is a feeling and an attitude. The average dealer measures the customer. As long as there is no dissatisfaction, it is satisfaction. However, what Changchun Wanrong did was to give customers real satisfaction. Whether in pre-sale, in-sale or after-sale, Changchun Wanrong will make every effort to increase efficiency and provide customers with appropriate protection. These guarantees require strength, but it is more necessary to be careful.

At the scene, a surnamed Li told the reporter that the reputation and reputation of Changchun Wanrong had accumulated and precipitated for a long time. “In this area, it is not just the Changchun Wanrong family that sells liberation vehicles. But we do not worry about buying their cars.” He pointed to the crowd who lined up to pay in the sun: “This is why they are willing to be exposed to the sun.”

Make the service core competitiveness

Founded at the end of 2007, in March 2008, Ouhao Automobile Trading Co., Ltd. started to sell trucks. Its main model is Hongyan New Dakang. From the beginning of the operation to the present more than three months, the sales volume of Hongyan Xinda Kang has reached more than 160 units. The goal of Liu Zheng, general manager of Ouhao Automobile Trading Co., Ltd., is to sell more than 300 new Da Kangs throughout the year. In such a near-saturated truck market in Beijing, such a goal would be a big challenge.

"I have great confidence in such a goal. Because service is our core competitiveness," Liu Zheng said. "If two cars are in front of each other, even if my money is higher than 3,5 thousand yuan, the user is also Will choose to buy my car.” Liu Zheng such a good faith comes from the three first of the European Hao car service concept: the first scene, the first time, the first efficiency. Liu Zheng explained that these three first means that no matter where the user's car is anchored, our maintenance personnel will try to reach the site as soon as possible and solve the problem with the fastest efficiency. He said that the general truck users, anchored one day, at least a few hundred dollars, as many as thousands of dollars, do not say aside credibility, etc., to solve this problem is a breakthrough in the market.

In order to achieve these three priorities, Ouhao Automotive has done a lot of preparation work and established cooperative relations with companies such as Shangchai, Weichai, and Wikotronic. In the yard that is jointly owned by Euroluck Motors and Reeds, there is a spare parts store for Weichai, which houses a large number of spare parts. Liu Zheng said with a smile: "This is prepared!"

Develop a differentiated marketing strategy

At the gate of China Shuanglong Automobile Trading Co., Ltd., a two-foot square white paper reads: Call for 139******** at night. "Responsible" - This is the reporter's first impression; entering the compound, the red and yellow office hall, the elaborate "Rhythm Dragon Card" and "Chinese Shuanglong Monopoly" logo shines in the sun Hui, "the image is very good" - this is the reporter's second impression; enter the office, the staff come and go, orderly, "business atmosphere is good" - this is the reporter's third impression.

When the reporter asked Yao Li, the person in charge of China's Shuanglong, when he mentioned his views, the young chairman of the 30-year-old smiled: “This is our difference. I want people to make the first contact and I know We are a company with responsibility, strength and potential. It seems that my purpose has been achieved!"

Huaxia Shuanglong was established in 2003 and mainly manages Dongfeng Chenglong brand and is planning to introduce Balong 507. In the heart of Yao Li, he positioned China Shuanglong as the “bridgehead” of Dongfeng Liuqi in the northern market. Due to the relative lag in the southern lineage and market awareness of Dongfeng Liuzhou Automobile's products, it is also difficult to promote it. To this end, Yao Li thought many ways. In terms of publicity, due to the large investment in television and advertising, Huaxia Shuanglong has adopted the “cruise” method of earthwork, a double team, and picking the right time to drive the vehicles to the relevant bustling locations and logistics centers for “parade”. In order to expand its visibility, in addition to service sites around the country, Yao Li also set up several service vehicles and divided them into three groups, one set of fixed-point services in accident-prone areas, two groups of mobile inspections and mobile support, and three. The group transports spare parts and guarantees logistics. These business strategies have also played a significant role, and China Shuanglong's performance continues to climb. In the first half of 2008 alone, nearly 400 cars were sold.

Using brand potential to advance its own development

In the process of visiting, in addition to satisfying the individual needs of users, making services into core competences, and formulating differentiated marketing strategies, there is also a kind of business thinking that is worthy of recognition. It is to use brand potential to advance its own construction.

Scania is the world's most famous truck brand. Beijing Haofang Electromechanical Co., Ltd. is the dealer who runs this brand. In addition, well-known engines such as Shangchai and Weichai, Weibo and other famous accessories, Shaanqi, Futian and other vehicle repairs are also within its business scope. In the course of business, HZM constantly uses the popularity and awareness of these brands to expand its market appeal. At the same time, it complements several well-known brands and improves its own product line and industrial chain.

How to make several major brands complement each other, fangyao mechanical and electrical focus on the training of two types of personnel, first, the training of the frontline staff, from the initial meeting, to communicate with customers, to understand customer needs, and finally display and sell products, Teeth electromechanical requires the sales staff to have a good understanding of the products they represent and formulate a very strict process; second is the training of after-sales service personnel, requiring them to be skilled and responsible.

According to the relevant personnel of the tooth decay machinery, the big brands themselves have worthwhile in-depth value. From the product connotation corporate culture, if it can be well integrated. The use of brand potential to promote its own development, then the continuous rise in performance should not be a very difficult problem.

People-oriented happy truck marketer

Prior to the full implementation of the National III Standard, the staff of the JAC Haoyunxin Automobile Sales Co., Ltd. have had no weekends and no holidays for more than two months, but they did not seem to complain.

JAC Hao Yunxin, deputy general manager explained to the reporter: People-oriented, usually pay more attention to help employees solve problems, busy employees to establish a peaceful and happy attitude, to help them become happy truck marketers, employees can work hard to do their best . As a result, customers are affected and the company's market performance is greatly promoted.

Yes, with the full implementation of the National 3 Standards, it is true that a happy truck marketer should be the mentality of the truck salesman. It should also be the benchmark of the corporate culture of truck marketing companies.
View related topics: State III standard commercial vehicle companies usher in new challenges


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