Selling the right vehicles to the right users and providing transportation solutions not only meets the needs of customers, but also creates the needs of customers and guides the maturity of consumers.

After three years of transformation and transformation, Dongfeng Commercial Vehicle has gradually felt the coldness fade. Winter is coming and spring is coming soon.

In the first 10 months of this year, Dongfeng Commercial Vehicles sold a total of 154,844 vehicles, which ranked first in the heavy truck market. Steady increase in sales has benefited from the development of a new marketing model - sub-sector marketing.

Courage to break

In general, when an inertial model is carried out, it is necessary for the reformer to break the law and establish a new law, which requires the accumulation of certain strength and courage. Gu Jianmin is such an innovator. He is the head of the headquarter of the Dongfeng Commercial Vehicle Sales Headquarters and represents the commercial vehicle marketing team. In 2006, when Dongfeng Commercial Vehicle “Tianlong” was listed, he shouted “marketing transformation”.

How to turn? In the past, marketing had sold products. Gu Jianmin realized that this solidified marketing model is no longer applicable to the new marketing initiatives in the commercial vehicle market today, from selling products to selling logistics and service solutions. On the terminal sales, the most suitable product is sold to the user.

This marketing transformation is a negation of the past simply selling the product. Dongfeng's insider claimed that it is an unprecedented innovation in the history of Dongfeng commercial vehicle marketing.

Liu Heng was the beneficiary of this variant. As manager of the Dongfeng Commercial Vehicles Henan Business Representative Office, he was pleased to see some changes. From March to July of this year, Dongfeng Commercial Vehicles Henan Shangdai Office has been running for 5 consecutive months. Achieve monthly sales of not less than 500 units, and according to the distribution of the strains, all strains basically completed their own minimum required goals.

Liu Heng recalled that before the introduction of the sub-series marketing methods, Henan Dongfeng Commercial Vehicles franchise stores mostly consisted of 4 or 5 sales personnel and operated Dongfeng's five major strains of thousands of varieties. Due to the large variety of Dongfeng medium and heavy truck series models, the sales staff Most product features do not understand, lack of expertise, so communication with customers will create obstacles that affect overall sales. At the same time, it will also bring vicious competition across regions.

“The sales of sub-categories are a big trend and direction of our marketing work. In the continuous planning of the first half of last year, how our network members came to sub-categorize their strains was the focus of thinking, because Dongfeng’s products are numerous and are sold in the market. In the case of dealers, if they represent all the products, they will be less active in the sales process, and will wait and wait until the customers come to the door. What kind of car the user wants? They will open a ticket to the headquarters. This is a breakthrough for our market. It is not a very good practice for the company," said Liu Heng.

This kind of precision marketing, deepening the practice of the regional market, not only promoted the franchise store where the distribution unit became a part of the product, but also promoted the sales team of the network members to develop in the direction of specialization. The products of different strains were represented by professional sales representatives. Greatly enhanced the marketing power of network members.

In April this year, after the introduction of sub-sector marketing methods, from the establishment of business representatives to dealers and sub-sector teams, some regional markets finally began to make breakthroughs. Under the supervision of the business representative office, the strains represented by the local distributors have not only lost their sales volume, but have also improved their revenue.

“Now the number of first-line sales staff in the dealer team has almost doubled, the sales staff’s quality of service has also improved rapidly, and the ability to understand products and communicate with customers is far better than before 2008.” Liu Heng Very emotion.

Only sell "the most suitable"

With the increasingly fierce competition in the automotive market, customers have become the company's most important resources. For marketing, the essence is to develop new customers and maintain old customers.

The US automotive industry survey shows that 20% of old customers create 80% of profits. For every 5% increase in loyal customers, corporate profits increase by 25% to 85%. If the customer is divided into two types of new customers and old customers, the cost of winning a new customer is six times that of an old customer. An unsatisfied customer affects 25 people's willingness to buy.

Therefore, the marketing system must carry out valuable marketing activities to create more value for customers in order to fully enhance the company's competitiveness and profitability.

In 2009, the marketing of Dongfeng Commercial Vehicle 's product lines proceeded in an orderly manner. The five major project teams of tractors, heavy-duty construction vehicles, heavy-duty trucks, medium-sized construction vehicles, and medium-duty trucks went hand in hand. The biggest feature in the sub-sales marketing is value marketing, which fully demonstrates the maximum value of different products of Dongfeng Commercial Vehicles. In the form of project teams, sub-regional, sub-models, and sub-use environment, the most suitable car is sold to the most appropriate users. .

Dr. Wei Wei from Dongfeng Tianlong Value Marketing Planning of Dongfeng Commercial Vehicle said: “Value marketing is to sell the right vehicles to the right users and provide transportation solutions, not only to meet the needs of customers, but also to create the needs of customers. , to guide consumers to mature."

They made some efforts. The first thing they did was to cultivate loyal customers. For those who bought Dongfeng Windmill before, they still bought Dongfeng Windmill. In the past, they bought a car and bought a batch of goods . The loyal customers who repeatedly purchased Dongfeng Commercial Vehicles implemented “precision marketing”. Understand their business activities, help them formulate profitable models, and tailor-made vehicle comprehensive solutions. Provide meticulous and thoughtful personalized care and services, and establish and develop long-term consolidated relationships with them.

It is feasible to practice sub-sector marketing exploration, not only fully demonstrating the charm of value-driven marketing of Dongfeng Commercial Vehicle dCi project team, so far it has sold more than 5,000 vehicles in 2009. It has pioneered the sales of Dongfeng Commercial Vehicle's own-brand engine. Stride. A user of Qinghai Zhongyou Zhongtai Company said: “One vehicle can save 120,000 a year and save one Tianlong in three years.”

The win-win result is the best. Not only does the company have to make money, customers also have to make money. The customer's profit is not simply reflected in the product price, but in the use value.

For Dongfeng Commercial Vehicles, it is not only the vehicles but also the value of the vehicles that customers buy from their hands. It is through the purchase of products and services that the ability to achieve greater profitability. This value should be effectively used. Dongfeng Commercial Vehicle provides a complete solution. For example, a car provided to a customer is the car that best suits his needs and can bring him a profit. For example, some customers have sufficient sources of supply, but the lack of funds for buying cars provides consumer credit. Only by helping customers create value, can companies and customers achieve win-win cooperation and reflect the value of marketing.

"Caring for everyone, caring for each car" In the details, feel the warmth of the brand value.


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