In 2013, Dongfeng commercial vehicle heavy-duty truck line pursued a more aggressive and refined operation strategy, pursuing sales value maximization, and customer satisfaction continued to increase. Sales from January to July this year increased by 19% from the same period of last year. Once again, its share has steadily increased and it has been ranked first in the industry. At the same time leveraging on a large number of customers like Dongfeng Commercial Vehicle Co., Ltd. and heavy cargo companies like China Express Co., Ltd., they achieved a higher sales volume of Dongfeng Heavy Load in the regional markets of Sichuan, Henan, and Hubei, and a 190 year-on-year increase in the heavy load sales of Dongfeng Heavy Industries in Fujian, Zhejiang, and Shanghai. %, 173%, 73%.
Good fighter
Driven by the market interest in heavy-duty truck sales in recent years, especially with the gradual withdrawal of state-owned assets from the traditional transportation industry, the heavy-duty automobile market has shifted from more concentrated to differentiated distribution, and a large number of medium and small hosts of non-heavy-duty automobile manufacturers Because the plant is optimistic about the development prospects of the heavy-duty vehicle market, even cross-industry joining the ranks of heavy-duty vehicle market competition, forming a group of four, each side of the development of the situation.
How to highlight the importance of maintaining the leading edge of Dongfeng Heavy Duty?
On November 15, 2012, more than 400 special forces members of the Dongfeng commercial vehicle heavy-duty series distributed throughout the country met with Wudang Mountain to discuss the changes that will take place in the domestic heavy-duty truck market in 2013 and win-win with manufacturers. The business objectives are to discuss 2013 marketing strategies and measures. Subsequently, it determined the overall working guideline for completing 70% of the annual target in the first half of the year, and made overall plans from various aspects including commodities, commerce, networks, customers, and industry.
“The predecessor work in 2013 will be very difficult from the outset.†He Zhi, currently heading the heavy sales department sales department, said, “The distributors in many regions have said that it is difficult to accomplish and that the target is too high. The heavy-duty department is deeply stressed. Huge and shaken over whether or not to reach the pre-set target as scheduled."
Peng Jie, who had just left the heavy-duty sales department and headed the manager of the Dongfeng commercial vehicle Fujian Shangdai office, told reporters that “mainly the downturn of the market in 2012 was a blow to the morale and confidence of dealers. The year's market judgment is extremely cautious."
However, after many discussions, the Dongfeng commercial vehicle heavy-duty product line has unified its internal thinking: firmly believe that judgments will not waver, and adhere to the goal unshakeable. One-on-one patience of key dealers to explain policies, planning, analysis of markets and customers, analysis of the pros and cons of pre-jobs, and help netizens do a good job pre-plan.
Peng Jie said, "The front variety is also based on the dealer's market characteristics, scientific analysis may determine, in the rhythm of the dealer resource organization is also driven by the market, timely adjustments, lifting the dealer's worries."
After full communication, most dealers of Dongfeng Commercial Vehicles dismissed concerns and began to carry out pre-work in accordance with the expectation and order of the Department. Among them, 30% of Henan's area exceeded its pre-challenge target. The successful completion of the pre-targeting achieved a good start for sales in the first quarter and a record high for market share. It also laid a solid foundation for seizing the sales peak in the second quarter of this year.
Deepen transformation and pay attention to the whole process of marketing
In February this year, Dongfeng Commercial Vehicle Market Sales Headquarters received an order from Renqiu Dongfeng, Hebei, and did not immediately commence shipping procedures. Instead, it launched investigations and conducted market analysis with distributors to decompose each product according to the market. And to implement the implementation of the periodic table, the delivery rhythm, product varieties to make a detailed arrangement, in the implementation process, at any time concerned about Renqiu Dongfeng sales, at any time according to the sales adjustment of the structure of the species.
"Marketing transformation is to achieve a win-win situation among manufacturers, distributors, and customers. As a distributor to succeed, we must also change the management model of dealers, from the past goal management to the process management." Peng Jie said .
In 2006, with Dongfeng Tianlong, a strategic product of Dongfeng Commercial Vehicles, beginning to enter the market, Dongfeng Commercial Vehicle Company also began to transform its marketing. Dongfeng Commercial Vehicle's sales team innovative marketing ideas, sub-sector marketing, build production, research and development, marketing "iron triangle", from an ordinary sales team into marketing "special forces", initially established a strategic dealer system, so as to With customer value and customer satisfaction as the core, the “Dongfeng Commercial Vehicle Sales Model (DCSW)†was constructed.
However, with the dramatic changes in the domestic heavy-duty truck market, Dongfeng Commercial Vehicles has also found that there is still much room for improvement in its own marketing system. For example, there is still a gap between the tightness of dealer operations and management and the pace of the market. In terms of operational safety, there are still many problems that need to be improved in terms of corporate governance structure, modern corporate governance mechanisms, and security risk prevention.
Deepening the transformation of marketing has become a common outlet for companies and distributors. In 2012, Dongfeng Commercial Vehicle was defined as “the first year of marketing network transformationâ€. In his opinion, Dongfeng Commercial Vehicle Company needs to start the second phase of marketing transformation and push marketing transformation to a deeper level.
Sun Zhenyi, head of the marketing headquarters, said: “Marketing includes processes and results, and the former is often overlooked. Companies are always pursuing results excessively, especially in an environment where market competition is extremely fierce. Marketing results are instantaneous and cannot Management, therefore, only focus on the results of the marketing, its execution power will not be able to talk about."
In 2013, Dongfeng commercial vehicle heavy-duty product line continued to deepen the marketing of sub-categories and sub-industries, from store management, customer management, marketing, process management, service management, team management, strategic management, input-output management, typical cases, etc. In the aspect of exploring the dealers' management issues, the new marketing management model was established based on the marketing practice in the previous years, and the revenue model for heavy-loaded products was created; the network management was standardized, and the evaluation system and incentive mechanism for the perfect network operation were adopted. Enhance the sales ability of netizens from operational capabilities, promotion, and customer maintenance.
“Only the sales force of the netizen has really been improved. To truly understand our marketing management tools, the management of process, standardization and modularization in the marketing area of ​​Dongfeng Commercial Vehicle Co., Ltd. can be implemented step by step.†The heavy-duty goods department has gradually standardized sales. During the process, effective "process-based" management of customer resources from collection, classification, tracking and interaction to transactions and lost orders not only achieved a steady increase in sales volume and customer satisfaction, but also had a very high level of sales operations in the Dongfeng Commercial Vehicle market. Good, process control allows distributors to maximize the efficiency of funds, and the risk is significantly reduced.
Looking for "Vulnerable Breakthroughs" from "Short" Plans
“If a brand’s sales volume in one area is not enough and the market share is less than one-third, the brand’s influence is not enough, and the risk of sales is enormous. Once the market competition is a bit troublesome, it will have a serious impact on brand sales. "Peng Jie understands the disadvantaged regional breakthrough strategy of heavy-loaded products.
After the Jiangsu market was listed as a strategic breakthrough area for heavy-duty products, the Dongfeng Commercial Vehicle Heavy-duty Products Department had full communication with the Jiangsu Shangdai Office and the line manager, and proposed to reach the market share of Dongfeng commercial vehicle heavy-duty products in the national market. Through a series of powerful measures, in the first half of this year, Jiangsu's market share steadily increased to 32%, rising from the second in the industry to the industry first.
From the "short" plan, the search for key regional breakthroughs is a key task for the Dongfeng commercial vehicle heavy-duty line in 2013. In addition to the Jiangsu market, Shandong, Henan, Anhui, Jiangxi, and Tianjin and Hebei have been listed as the heavy-duty strategic breakthrough areas for Dongfeng commercial vehicles.
While advancing the strategy of reloading strategically weak areas, the marketing headquarters has established a headquarters and strategic division team to establish an effective working mechanism. At the beginning of the year, the marketing headquarters set a sales action plan for each region, diagnosed by the "3+8" network capability, formulated a monthly upgrade plan, and used the PDCA tools to check the effect of promotion; innovated the special business model for the bulk grocery market, and formulated a commercial model with Dongfeng Vehicle-specific customer management model effectively improves customer management in disadvantaged regions and solidifies customer relationships. At the same time, it conducts customer-specific actions for Shandong, Henan, and Tianjin and other regions, and effectively increases the conversion rate of competing customers through activities.
"Targeted training is also a key task." He Zhi told reporters that for the characteristics of strategic breakthroughs in this year, the consulting company conducted two marketing training camps for each net player training, on-site explanation, on-site actual combat, case Sharing, allowing distributors to share advanced management experience in their peers is also a strategy to advance regional progress. In the first half of this year, the Dongfeng Commercial Vehicle Market Sales Headquarters Heavy Duty Department organized six strategically-breaking regional distributors to travel to Dongfeng Commercial Vehicle Co., Ltd. in Anhui Fuyang 4S store to learn the experience, exchange customer management experience, and require each dealer to follow the actual situation after learning the Bible. Your own customer management model and practical practice.
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