More important than ideas is the action to see the development of Jiangsu Zhengda Fortis

It is more appropriate to explain the changes in the auto parts market in China by using “satisfied people on the 3rd day”, and the commercial vehicle parts and components market shows this change. A group of regional chain companies are emerging and lead the modernization of China's auto parts distribution industry. The development of Jiangsu Zhengda Fortis is a typical example.

Insist on chain operations

The history of “Zhengda Futong” is not a long one. He was formally merged by three traditional car dealers in June 2002. Although the establishment of only a short period of five years, but their enthusiasm for the industry, the ability to control the market, etc. are worth learning and learning from peers.

Recalling the company’s development, Shen Zhonghua, President of “Zhengda Futong” (the parameter configuration library) said that since its creation, it has gradually achieved the transition from the traditional “wholesale-based” to “chain-based” business model, and will continue to Take the road of chain operation. There is no fixed model for the development of auto parts after-sales channels, and the commercial auto parts sales model is more localized. In this field, the direction of progress of “Zhengda Futong” is relatively clear, and it is continuously revised, improved, and improved in the process of doing so.

At present, the product direction of “Zhengda Futong” has formed the leading models of “Liberation”, “Dongfeng”, “China Heavy Duty Truck”, “Shaanxi Steam Heavy Truck”, “JAC JAC” and “Nanjing Yuejin”, and “Weichai” The original parts of the leading models, such as Power, Xichai, Dichai, Yuchai, Chaochao, Yangchai, and Yunnei, are operating features, with more than 120 accessories. More than 40,000 varieties.

Integration to build core competitiveness

In these years, “Zhengda Futong” started its efforts from several “integration” projects, namely modernization of operation management, unification of enterprise products, scale of resources, standardization of chain operations, standardization of logistics warehousing, professionalization of talent teams, and information management system. And so on, and won several big projects. In October 2007, we obtained regional distributors for the original parts of the Heavy Duty Truck series such as Weichai Power and Shaanxi Heavy Truck, and established the center for heavy-duty trucks and accessories in Nanjing. Greatly improved the company's hardware environment, greatly improving the operating strength and the overall image of the company. Established the "one south, one north and one center" pattern, namely Nanjing as the center, and Su Nang and Subei as distribution centers. Constitutes the OEM distribution center of the OEM.

“Zhengda Futong” currently has 15 chain stores, all of which are direct operating models. The company's future plan is to establish 200 chain stores in the “Yangtze River Delta” region within three to five years, relying on the powerful ERP enterprise resource management system and the ongoing talent training program.

People-oriented Guaranteed Sustainable Development

When talking about the problems faced by the development of Zhengda Futong during these years, Mr. Shen Zhonghua said that the talent problem is the biggest bottleneck. Indeed, this is not just a problem encountered by Zhengda Futong. It is also a bottleneck restricting the entire industry. According to Mr. Shen Zhonghua, the customer is not the first place. His staff is the first one. This is the basic of his "people-oriented" approach. He said: "I treat my employees kindly, and my employees can treat my clients well." Therefore, for a long time, in the big family of "Zhengda Futong", regardless of the level of education, as long as it is done well, all have been promoted to obtain the company. Stock opportunities.

In order to have ample talent pool, "Zhengda Futong" has adopted a combination of internal selection and external recruitment. It has established basic courses, professional courses, and individual ability enhancement courses. The company's general managers and deputy managers personally acted as gatekeepers. The teaching tasks of the main courses.

“Zhengda Futong” is also exploring cooperation with universities and colleges, implementing semi-off-job training forms, etc. Mr. Shen Zhonghua revealed that the training of a manager may take about two years. In 2007, the third batch of “Chengdu Futong” was all assigned to the chain stores. The deputy store manager and the old store manager for six months, the chain store can let go to the deputy manager, and the old store manager goes to the new store again as the manager. In this way, one session and one session will ensure the development and operation of the “Zhengda Futong” chain operation. The charm of a chained operation lies in the fact that his standardization process can be replicated, but the prerequisite for replication is that there are competent candidates.

In 2007, it was the year of adjustment for Zhengda Futong. The company has made adjustments and layouts in areas such as management, products, talent reserves, and development direction. The new year has started and Zhengda Futong still continues to invest in training. Mr. Shen Zhonghua confidently stated that the adjusted Zhengda Futong will usher in explosive growth.

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