After the introduction, the market is essentially a service industry. It is a collective marathon project rather than a sprint project. It cannot be achieved by short-term sprints.
On November 28th, the “Fu Xing | Michelin 2017 Second China Automotive Aftermarket Chain Development Forum†was held at Sofitel Shanghai Hongqiao Xinhualian Hotel. The theme of this forum is “Fuxingâ€, which brings together the practitioners of the entire industry chain in the automotive aftermarket to listen to their deep insight into the development of the industry during the critical period of industry transformation and breakthrough.
Liu Peng, vice president and sales director of Michelin China made a keynote speech on "specialized division of labor, ecological cooperation, and digital drive."
Liu Peng's important points are as follows:
1. The current status of the automobile aftermarket chain is: chain homogeneity, linking without locks, single combat, no scale benefit; regional brand awareness is limited; there is no effective use of digitization and network channels.
2. The lack of service brand highlights the endorsement of the product brand, because the service brand has not established a position in the minds of consumers, so everyone depends on their own products to establish a brand.
3. Many companies are now spending a lot of energy in draining traffic. However, the traffic from stores is not only drained, but many are retained. The best situation is: 20% of outstanding customers can contribute 80% of your profits. .
4. Aftermarket is essentially a service industry. It is a collective marathon project rather than a sprint project. It does not rely on short-term sprints to be successful.
5. Nowadays, high-quality online companies have strong drainage capacity, but there is no such high-quality enterprise under the line. In the past, the mainstream of this market was Internet + offline, and what we wanted to do was offline + Internet.
6. The ability of stores to complete transactions and service capabilities requires a good analysis. There are many stores that record the turnover of one day, but there are no records of how many people have left the store without spending.
The automotive after-sales service market is not a pleasant selective market for consumers. Is there a better target for this industry? We found that a good example is a man's haircut. Usually the place for haircuts is a fixed place, and often go to the same place for a haircut. After finishing today, it will not be until the next month. The aftermarket is somewhat similar, such as changing oil, where consumers can't think of where to change. This business is a centralized outbreak and then returns to the silent period until the next time.
Consumer awareness
First of all, from the perspective of Michelin, observe the practitioners of the entire automotive aftermarket: Incomplete statistics, more than 400,000 stores are qualified, and more than 200,000 are not qualified. This includes: 4S stores and 4S Group, new rapid repair model of the main engine plant, service network of parts manufacturers, and local and foreign investment chain.
This year, foreign capital chains have entered the Chinese market, indicating that this market is very attractive to everyone. There are also gas stations, Sinopec more than 30,000, PetroChina more than 30,000, plus 6-7 million, in addition to cross-industry intervention, such as Jingdong, Suning, Gome, etc., there are a large number of independent stores.
A simple arithmetic: This year's car ownership is more than 200 million, and 200 million is evenly allocated to 400,000 stores, with 500 cars each. Can 500 cars feed a store? Basically impossible. Therefore, future industry mergers and acquisitions will surely come.
The anxiety of chain companies is everywhere, and I personally participated in Michelin's rapid repair network construction. The current problem is that the chain is homogenous, it is not linked, it is single-handed, and there is no scale benefit; regional brand awareness is limited; there is no effective use of digitization and network channels.
In the market segment, there are some tires, glass, or other parts specializing in the end, will eventually find that all people are concentrated in the middle, are doing fast repairs. The business model is car wash, oil drain, and then use the fast repair business to increase profits. The convergence model leads to brutal competition. The lack of service brand highlights the endorsement of the product brand, because the service brand has not established a position in the minds of consumers, so everyone depends on their own products to establish a brand.
The automotive aftermarket is essentially a service rather than a trade. It has been observed that many practitioners use the mindset of trade to make a market. Measuring services cannot use trade indicators but use service indicators.
After the end of each purchase, just ask one question: As a consumer, will you recommend my store service to your friends? From 1-10 points, with a percentage of 9-10, minus the percentage of 0-6, a net recommendation is obtained, which is a measure of the willingness of consumers to introduce you to others.
In addition, we not only measure the scores, but also provide feedback in less than 6 points in time. This is the basis for the future survival of the company. Now many companies spend a lot of energy on draining traffic. However, the traffic of the stores is not only diverted, but many are retained. The best situation is: 20% of outstanding customers can contribute 80% of your profits.
Understanding of the market
Now that many businesses are doing the same, where is the difference? First of all, we need to understand the consumption of commercial circles and the competitive environment. In Europe, there are companies that can turn each community into a square kilometer to analyze the residents and vehicles inside. In fact, this is the case in the chain. The chain has a large map. Within a few kilometers of the store, all the communities are clearly marked, including the number of units and even the number of vehicles. Nowadays, high-quality online companies have strong drainage capacity, but there is no such high-quality enterprise under the line. In the past, the mainstream of this market was Internet + offline, and what we wanted to do was offline + Internet.
The ability of the store to complete the transaction and the ability to service it need to be well-analyzed. Think about whether you have made a record of losing a transaction. There are many stores that record the turnover of the day, but there are no records of how many people have left the store but have not consumed it. The use of information systems and data management services, CRM, and forecasting capabilities can be thoroughly analyzed. If you still record in the traditional manual way, it is impossible to predict future transactions.
In terms of efficiency and cost of the supply chain, especially the last mile of the supply chain, it is not doing well at present, which is very fatal for chain companies. What can I do if I'm hungry for 30 minutes? Why can't I send the tires? In the future, there will be opportunities for in-depth cooperation with other companies, including insurance, innovation, and even new energy vehicles.
Chi Chi's nervous system, which is the first store management system in China that can push Chi Chi Tong on Microsoft's system, covers more than 1,400 stores. The company has two systems, one is the nervous system, which is the ERP system; the other is the supply chain system, which is the recording system. This set-up system has contacted the central procurement platform, and the future central procurement platform may provide early warning to all of you here. Contacted the data system, contacted the e-commerce, mobile terminal system, contacted the member management, consumer data center, contacted the business center and so on. This set is completely connected with our own system, so when designing the network, the nervous system is a very important step for us to do.
We have two major chain brands in the world, one is EUROMASTER, which covers the entire European region; the other is TYREPLUS. My work in the past few years has been to promote these two brands globally.
Yesterday I wrote a paragraph, after the market is essentially a service industry, is a collective marathon project rather than a sprint project, not by short-term sprint can be successful. We need consumers to understand the value of our products, not just the value of products. We need consumers to understand the value of services. We need respect from the industry. We need government departments to create a better environment, but also need our own accumulation. And precipitation. Do a good job first, and then do a good job, let all of us here to join hands to better serve the majority of owners, so that the automotive aftermarket industry has become the country's pillar industries, let us in the people, in the country to create belongs to our generation Human values.
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