Last year at the Beijing Auto Show and the Shanghai Auto Show this year, Geely's booth had dozens of concept cars. At that time, Zhao Fuquan prepared for Li Shufu in 2012 to thoroughly wash Geely's cheap, low-end image.
On September 16, Geely Automobile listed the 2012 Emgrand EC7 Series in Chengdu. The Imperial brand, which is known as the local version of Toyota, has been the forerunner of Geely's transition to the mid-to-high end since last year. At present, Emgrand has a market share of more than 20% in the annual sales of Geely's three major brands of nearly 400,000.
However, Di Hao is only Li Shufu's battle. In contrast with the emperor's expansion in Xinjiang, Geely's two other brands, the Global Hawk and the British, have entered the end of the product due to technological aging and other issues. Since last year, sales have not increased.
From January to August this year, the emgrand EC7 increased by 55.6%, while the global eagle brand's sales growth was 5.67%, except for the pandas whose sales base was not large, and the free-ship, King Kong and prospect achieved a cumulative 20%, 11% and 17%, respectively. Negative growth. The situation in England is also not optimistic. This greatly affected Geely's overall performance.
How can the newly created Shanghai GM fight the global and British eagle battles? This is Li Shufu's biggest current heart disease. According to Geely’s overall R&D plan, the British and Global Hawk models currently in sale in 2012 will be eliminated and replaced by new models.
In order to adapt to the overall replacement of products, Geely has previously conducted a considerable amount of internal organizational restructuring, the new organizational structure is similar to the Shanghai GM's brand matrix management model - each brand to configure a general manager responsible for product development to brand marketing management. On the one hand, it can make each brand more distinctive personality, but also the responsibility of each brand to the people.
An Geinhui, vice president of Geely Group, was the general manager of Geely Ningbo Base. From the second half of this year, his position was replaced by the vice president of Geely Group and the general manager of Dorsett Motors. Ningbo Base and Cixi Base are still the production bases of Dihao Company.
At the beginning of this year, Li Shufu proposed a transition from product line management to brand line management, which will begin in the second half of this year. In accordance with this management structure, Geely incorporated multiple bases into the three major brand systems, and established Dorsett Motors, Global Hawks Motors, and British Motors, and each of the group deputy general managers served as general managers of the brand companies.
“The direct purpose of the brand line management is to manage all the processes of a brand, from the early stage of market research to R&D, to production and marketing, and the general manager of the brand company is responsible. Since the responsibility is fulfilled, the general manager of the brand company will For the brand to fight for as much as possible, and the brand's ultimate performance in the market is directly linked to the income of all people in the brand team.†Geely insiders told reporters.
For example, Angehuihui, who is responsible for the Emgrand brand, needs to propose Dorsett’s product plan according to market demand, and then report it to the research institute. The Dihao project team of the institute is responsible for the development of the product. After the product development is completed, related personnel of the sales department's Dihao Business Department will be responsible for sales. According to its market performance, it determines the income of all personnel involved in the production and sales of the brand.
Each brand company directly faces the market, and the risks that the group bears are also small. For example, if a previous car was sold poorly, the loss was borne by the group, and the research institute did not assume responsibility. Now all brand company related personnel are affected by it. influences.
“The decision of the general manager of the brand company is more cautious, and the distinguishing feature of the three major brands will also be more apparent.†The CEO of Gasgoo.com commented.
The reporter learned that after the brand general manager responsibility system was implemented, each brand general manager was making a military order against the brand characteristics. According to the characteristics of the emperor brand, Anconhui proposed the principle of imperial GGQ353. The general requirement is that the emperor's new car failure rate has dropped by 50% within three years and the quality has reached the third place in the world, which is second only to the Mercedes-Benz BMW and has recruited a group of Korean engineers to implement it. Quality Control. Ding Yong, on the other hand, aims at a more pragmatic consumer psychology for British brand consumers and brought the Institute's production management system to the British brand.
Since Li Shufu proposed the transformation strategy of Geely in 2009, Geely has been tilting important resources to Emperor for nearly three years. "As Geely's organizational structure extends from the product line to the brand line, this uneven distribution of resources will be improved." Some industry insiders commented.
One can not be less "three brands are children under the parent brand, must go hand in hand with development and change." Geely Automobile vice president, sales company general manager Liu Jinliang told reporters that multi-brand strategy is based on the previous Roland Berger's survey results According to the report of more than two years, Geely’s goal of achieving 2 million vehicles will require the success of at least three brands.
"The goal of 2 million vehicles has not changed." Liu Jinliang told reporters, but compared with two years ago, now the independent brand is facing a worse living environment. The judgment of Yang Jian, president of Geely Group, is that the total automobile consumption still grows rapidly, but overcapacity starts to appear. The price of joint venture brands is dropping, and the cost advantage of quickly seizing own brands is being lost. The quality advantage of independent brands has not yet formed.
According to JD POWER Asia Pacific market research director Zeng Zhiling analysis; current independent brands affected by the policy is still relatively large, such as last year's incentive policies for small-displacement cars run out, starting in February this year, many independent brand models began to decline. Geely has not avoided such a situation. For example, Geely's vision is to begin to decline from February. The competitor BYD has conducted large-scale layoffs since last month. How to continue to grow after the policy is abolished has become an important issue for independent brands.
The first is to improve Geely's multi-brand camp. According to the plan, on behalf of the cheap and low-end "Geely" brand to complete the historic mission to complete the market in 2012, Geely will thus bid farewell to the low-end and low-quality.
As for the new three major brands, Geely will further expand its connotation and extension. Different from Shanghai GM's multi-brand strategy, Liu Jinliang stated that Geely's multi-brand strategy does not have a clear positioning. Three brands meet the needs of three different types of groups. Each brand will introduce B, C, and A levels. car.
After the success of this cautious high-end road, the company will be more diversified in its strategy of going high-end in the future. "EC6 has become smaller, but higher-end." Liu Jinliang said, saying that Geely's high-end strategy will gradually get rid of this "car big car price" of the initial stage, followed by Geely will use the latest technology in the product .
As early as more than a year ago, the Geely Research Institute proposed that starting in 2010, all newly-developed Geely vehicles, including the economical sedan, will have the C-NCAP collision result “Protection for the Fourth Competition,†which means that all new models will be developed. At least four-star C-NCAP collision standards, of which 80% of the models will strive to achieve five-star standards.
Liu Jinliang revealed that Geely is applying the acquired technology to more products after digestion and absorption. “In short, Geely’s strategy in the future is to put the latest products and technologies on each car.†Liu Jinliang told reporters Said, such as the acquisition of Australia's DSI gearbox company developed after the AT six-speed transmission and so on.
On September 16, Geely Automobile listed the 2012 Emgrand EC7 Series in Chengdu. The Imperial brand, which is known as the local version of Toyota, has been the forerunner of Geely's transition to the mid-to-high end since last year. At present, Emgrand has a market share of more than 20% in the annual sales of Geely's three major brands of nearly 400,000.
However, Di Hao is only Li Shufu's battle. In contrast with the emperor's expansion in Xinjiang, Geely's two other brands, the Global Hawk and the British, have entered the end of the product due to technological aging and other issues. Since last year, sales have not increased.
From January to August this year, the emgrand EC7 increased by 55.6%, while the global eagle brand's sales growth was 5.67%, except for the pandas whose sales base was not large, and the free-ship, King Kong and prospect achieved a cumulative 20%, 11% and 17%, respectively. Negative growth. The situation in England is also not optimistic. This greatly affected Geely's overall performance.
How can the newly created Shanghai GM fight the global and British eagle battles? This is Li Shufu's biggest current heart disease. According to Geely’s overall R&D plan, the British and Global Hawk models currently in sale in 2012 will be eliminated and replaced by new models.
In order to adapt to the overall replacement of products, Geely has previously conducted a considerable amount of internal organizational restructuring, the new organizational structure is similar to the Shanghai GM's brand matrix management model - each brand to configure a general manager responsible for product development to brand marketing management. On the one hand, it can make each brand more distinctive personality, but also the responsibility of each brand to the people.
An Geinhui, vice president of Geely Group, was the general manager of Geely Ningbo Base. From the second half of this year, his position was replaced by the vice president of Geely Group and the general manager of Dorsett Motors. Ningbo Base and Cixi Base are still the production bases of Dihao Company.
At the beginning of this year, Li Shufu proposed a transition from product line management to brand line management, which will begin in the second half of this year. In accordance with this management structure, Geely incorporated multiple bases into the three major brand systems, and established Dorsett Motors, Global Hawks Motors, and British Motors, and each of the group deputy general managers served as general managers of the brand companies.
“The direct purpose of the brand line management is to manage all the processes of a brand, from the early stage of market research to R&D, to production and marketing, and the general manager of the brand company is responsible. Since the responsibility is fulfilled, the general manager of the brand company will For the brand to fight for as much as possible, and the brand's ultimate performance in the market is directly linked to the income of all people in the brand team.†Geely insiders told reporters.
For example, Angehuihui, who is responsible for the Emgrand brand, needs to propose Dorsett’s product plan according to market demand, and then report it to the research institute. The Dihao project team of the institute is responsible for the development of the product. After the product development is completed, related personnel of the sales department's Dihao Business Department will be responsible for sales. According to its market performance, it determines the income of all personnel involved in the production and sales of the brand.
Each brand company directly faces the market, and the risks that the group bears are also small. For example, if a previous car was sold poorly, the loss was borne by the group, and the research institute did not assume responsibility. Now all brand company related personnel are affected by it. influences.
“The decision of the general manager of the brand company is more cautious, and the distinguishing feature of the three major brands will also be more apparent.†The CEO of Gasgoo.com commented.
The reporter learned that after the brand general manager responsibility system was implemented, each brand general manager was making a military order against the brand characteristics. According to the characteristics of the emperor brand, Anconhui proposed the principle of imperial GGQ353. The general requirement is that the emperor's new car failure rate has dropped by 50% within three years and the quality has reached the third place in the world, which is second only to the Mercedes-Benz BMW and has recruited a group of Korean engineers to implement it. Quality Control. Ding Yong, on the other hand, aims at a more pragmatic consumer psychology for British brand consumers and brought the Institute's production management system to the British brand.
Since Li Shufu proposed the transformation strategy of Geely in 2009, Geely has been tilting important resources to Emperor for nearly three years. "As Geely's organizational structure extends from the product line to the brand line, this uneven distribution of resources will be improved." Some industry insiders commented.
One can not be less "three brands are children under the parent brand, must go hand in hand with development and change." Geely Automobile vice president, sales company general manager Liu Jinliang told reporters that multi-brand strategy is based on the previous Roland Berger's survey results According to the report of more than two years, Geely’s goal of achieving 2 million vehicles will require the success of at least three brands.
"The goal of 2 million vehicles has not changed." Liu Jinliang told reporters, but compared with two years ago, now the independent brand is facing a worse living environment. The judgment of Yang Jian, president of Geely Group, is that the total automobile consumption still grows rapidly, but overcapacity starts to appear. The price of joint venture brands is dropping, and the cost advantage of quickly seizing own brands is being lost. The quality advantage of independent brands has not yet formed.
According to JD POWER Asia Pacific market research director Zeng Zhiling analysis; current independent brands affected by the policy is still relatively large, such as last year's incentive policies for small-displacement cars run out, starting in February this year, many independent brand models began to decline. Geely has not avoided such a situation. For example, Geely's vision is to begin to decline from February. The competitor BYD has conducted large-scale layoffs since last month. How to continue to grow after the policy is abolished has become an important issue for independent brands.
The first is to improve Geely's multi-brand camp. According to the plan, on behalf of the cheap and low-end "Geely" brand to complete the historic mission to complete the market in 2012, Geely will thus bid farewell to the low-end and low-quality.
As for the new three major brands, Geely will further expand its connotation and extension. Different from Shanghai GM's multi-brand strategy, Liu Jinliang stated that Geely's multi-brand strategy does not have a clear positioning. Three brands meet the needs of three different types of groups. Each brand will introduce B, C, and A levels. car.
After the success of this cautious high-end road, the company will be more diversified in its strategy of going high-end in the future. "EC6 has become smaller, but higher-end." Liu Jinliang said, saying that Geely's high-end strategy will gradually get rid of this "car big car price" of the initial stage, followed by Geely will use the latest technology in the product .
As early as more than a year ago, the Geely Research Institute proposed that starting in 2010, all newly-developed Geely vehicles, including the economical sedan, will have the C-NCAP collision result “Protection for the Fourth Competition,†which means that all new models will be developed. At least four-star C-NCAP collision standards, of which 80% of the models will strive to achieve five-star standards.
Liu Jinliang revealed that Geely is applying the acquired technology to more products after digestion and absorption. “In short, Geely’s strategy in the future is to put the latest products and technologies on each car.†Liu Jinliang told reporters Said, such as the acquisition of Australia's DSI gearbox company developed after the AT six-speed transmission and so on.
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