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In the international market, it was the first to stand out among many Chinese bus brands, not only in the number of sales, but more importantly in the prominent and differentiated brand, to complete the magnificent turn from the Chinese brand to the world brand.
Yutong ’s production workshop ushered in the busiest time of the year. A Yutong bus that was just off the assembly line and built to meet the individual needs of customers, shuttled through Yutong’s factory area. Of course, as in the past, this group of products that have just gone offline will float across the ocean and spread Yutong’s value concept to a wider area.
The fact is that for the current Yutong, whether or not more Yutong buses can be exported to more areas in the world will determine the future development of Yutong to a large extent.
Obviously, Yutong is ready for this issue.
Brand promotion
Two months before the replay of the shot, Premier Wen Jiabao went to Egypt to participate in the gap between the 4th ministerial meeting of the China-Africa Cooperation Forum. He inspected the CKD project at the Brilliance Chinese Car in Cairo. The Prime Minister's move is naturally self-evident.
According to the news, the Chinese people are not only encouraged by the progress of China's own-brand cars. This article was published in the vPro management online | ww unknown, that is, during this meeting, Yutong as the number of passenger bus market in Egypt, the number of passenger bus companies in China, provided the conference car for the conference 54 Vehicle. The 54 Yutong luxury coaches not only shuttled inside and outside the venue, but also transported thousands of delegates from various African countries and shuttled to Egypt’s famous tourist attractions, leaving a deep impression on the participants. According to data provided by Yutong, there are currently nearly 300 Yutong luxury tour buses providing services to tourists worldwide in Egypt.
The situation in Egypt is just a microcosm of Yutong’s global strategy in recent years. In fact, after Yutong made clear its strategic goal of “consolidating the first brand of Chinese passenger cars and becoming the mainstream supplier of global passenger carsâ€, Yutong embarked on a new journey, although there is still some distance from the ultimate goal, but Yutong’s The determination is a tribute.
When Wang Wenbing, the general manager of Yutong Bus Sales Company, was interviewed by a special reporter of “Car Watch†in Zhengzhou, he again clearly elaborated on Yutong’s differentiated internationalization strategy.
“We are a relatively stable stage in the domestic market. In the international market, we are still at the initial stage in terms of markets, brands, etc. In the eyes of foreign markets and customers, it does not have the concept of a brand and believes that all Chinese manufacturers Passenger buses are all Chinese buses, and if Yutong wants to become a mainstream supplier of international passenger cars, it must achieve segmentation and differentiation in the brand. If it is said that international customers are always considered to be Chinese buses and everyone is the same, then this is actually not ours. Objectives and directions," Wang Wenbing said.
In fact, for all manufacturing companies in China, including passenger cars, one of the most distressing facts is that no matter how strong the monopoly brands are in the country, once they reach the international market, they are all printed with Chinese-made labels and numerous The products of the company are mixed together and the brand advantage in the country disappears immediately. What is worse is that there is also a need to face vicious price competition from domestic counterparts.
This situation is Yutong does not want to see but has to face, this time, for enterprises, will face a choice, short-term or long-term? Based on this choice, it is also the best test for a company's strategy and perseverance. Obviously, Yutong should be a strong player. Long-term, stable and sustainable overseas markets are what Yutong wants.
Of course, the formulation of goals is not a difficult task for any company. The real difficulty lies in how to implement practically feasible measures to implement its own strategies in the short term when it is not possible to change the chaotic situation in the current export market. For this, Yutong is obviously thinking and exploring.
"Our idea in the international market is that the 'order based' approach is inappropriate. Since we started to expand the international market, our strategy and ideas are based on the market. The difference between the two is obvious." Wang Wenbing said.
In Wang Wenbing’s view, based on the order model, order acquisition is the top priority. After the orders are acquired, the subsequent supply of parts and services is entrusted to the local distributors. This has a problem. Does the distributor have the ability and strength? The willingness to do a good job in the service of this market for a long time. Because dealers are relatively speaking, economic strength and so on have very big limitations. In addition, dealers are more concerned with short-term interests.
For this reason, from the beginning of entering the overseas market, Yutong determined the tactical layout based on making markets rather than making orders. Specifically, in the overseas market, Yutong's layout and market expansion of the after-sales service and accessories network are proceeding in tandem with each other.
For Yutong , if only considering orders, only consider selling products, the arrangement of parts and services will inevitably lag, and this has also been concretely confirmed in the implementation of overseas strategies of some companies.
Before the real sales expansion in the market was achieved, Yutong had taken the lead in the development of accessories and service networks. This is Yutong's attitude in doing overseas markets and is also a manifestation of its strength.
For Wang Wenbing, building the reputation of the Yutong brand in the international market must be coordinated and promoted with the promotion and expansion of the market. At present, Yutong is strengthening the communication and promotion of customers in the international market and target markets. While expanding the market, it is still working on communicating with target customers in the regional market. In addition, Yutong also invited a lot of target customers to Yutong headquarters to experience the technology and technical strength of Yutong products.
Yutong ’s efforts have also paid off. Although the entire international market is still not at its best, opportunities are often only given to companies that are prepared. At the end of the year, "Pearl of South America" ​​Peru welcomed a long-distance Chinese guest. The "China Motors International Tour" participated by 13 well-known enterprises, after the first stop in Chile, also performed a wonderful "China show" in Peru. Yutong’s four-seat passenger trains are the vehicle for the entire journey of the “touring exhibition†group members. Its after-sales service guarantee capability once again enabled Yutong to win the love of the Peruvian transportation department.
This may be the goal that Yutong wants to achieve. It is the first in the international market to stand out among many Chinese bus brands, not only in terms of sales volume, but more importantly, in terms of the brand's prominence and differentiation. The gorgeous turn of the world brand.
Cluster effect
For Yutong, the completion of the promotion of the brand is only a goal. In the process of achieving this goal, the motivation and advantage of the connotative development is the booster of its brand promotion. Obviously, Yutong has also found this booster, as some other companies promote: industrial chain group. However, there are differences.
In Yutong’s opinion, the competition in the industry chain group must not only be reflected in the auto supply of spare parts. Wang Wenbing said that the particularity of the bus industry has determined that the building of the bus industry chain is a complex and systematic process. "For many domestic commercial vehicle companies, its supply chain advantage is nothing more than a lot of parts to do on their own, it may be possible to share. If only the conclusions drawn from the concept of statistics may look justified, but it is not actually. This kind of bus is a multi-category and small-lot industry."
A simple analogy is that Yutong buses produce 100,000 vehicles a year. If all of its engines are concentrated in one engine plant, the amount of 100,000 units is not a big deal for an engine plant because for an engine plant, if Without 200,000 annual production, there will be no economic scale.
Further, if subcategories, such as Yutong, have more than 100 product varieties, assuming that 50 engines are needed, on average, the amount of engine needed for each car is very small. In this case, Some bus companies can only share the bus engine or parts that they can share, and Yutong's engines can be selected globally to better match the best one for a single market segment.
In contrast, a group of companies, even if it is a slightly inappropriate engine, it may also use its own group of production, such a situation, but for the product's competitiveness is unfavorable.
In Wang Wenbing’s view, the real industrial chain is a converged process. Competition between enterprises is now the ability to integrate upstream supply chains. The upstream is mainly component suppliers. In the process of extending the upstream industry, everyone can well done. However, Yutong obviously does not want to just do it here. The downward extension of the industry chain is equally important.
The downstream industry chain in the eyes of Wang Wenbing is an extension of Yutong’s products to the client. In its view, how to communicate and cooperate with customers, especially long-term cooperation and strategic cooperation, is not only to obtain immediate orders, but also to obtain long-term orders. Only the upstream and downstream industry chains can do well, and they may be more competitive. This has also been widely recognized by the industry.
Some experts said to the "Car Watch" that, from the economic scale of the parts themselves, it may not be appropriate for bus companies to choose to do so autonomously. For example, the engine, Yutong’s current size is also more than 20,000 units, in the future will reach 50,000 after the target, 50,000 units are not enough to support an engine company, so choose to do their own may not be the most appropriate. However, for the bus companies, some parts and components can be done. The parts and components of buses with many varieties and small batches play a decisive role in improving the basic quality of passenger cars. For example, bridges and suspensions include transmissions, and even electric vehicle control systems for new energy buses, etc. It determines the future quality and development direction of passenger cars.
In fact, the basic R&D mentioned by this expert is exactly what Yutong is doing. Raising its own processing depth and improving its ability to adapt its products to the market is Yutong’s goal of creating a gold industrial chain.
For Yutong, the result of competition in the entire industry chain is whether operational efficiency has improved. At present, through in-depth cooperation and strategic cooperation with mainstream suppliers, and at the same time through information-based means, Yutong and suppliers can achieve timely coordination and sharing of information and resources.
The reality is that in the global economic crisis triggered by the financial tsunami, Yutong and suppliers have stabilized their positions by working together. A stable supplier system is indeed a very beneficial thing for Yutong to improve the internal operational efficiency of the company. This also means that Yutong has become more powerful in the crisis.
Wang Wenbing told the special reporter of “Car Watch†that between big and strong enterprises, big is the scale, but strong refers to efficiency, and only when the company is big and strong can it be competitive. Yutong's information sharing with core suppliers is highly collaborative. Over the past few years, especially since last year and this year, including the peak period before the Spring Festival in 2009, although it was a peak season, Yutong was not affected in terms of logistics supply and operational efficiency. This is the industry leader. This smooth supply of logistics and operational efficiency is reflected in the higher efficiency of corporate capital turnover and lower inventory, which is synergistic with the supply chain of upstream parts suppliers.
As an intermediate manufacturer, what the customer needs, demands much, what time requirements, this information is valuable passenger vehicle manufacturers, the same, equally valuable for component manufacturers. Now, as a middleman, Yutong can integrate these information in advance through the communication with customers, statistically analyze the rules, and then share it with suppliers. For suppliers, it can also achieve optimization of inventory and increase efficiency. This is an extension of the downstream industry chain.
In recent years, Yutong has made many attempts to communicate and cooperate with downstream clients. Whether it is "priceless" or a fuel-efficient competition, the development of various activities has increased the trust, understanding, understanding, and support of Yutong's customers. In this case, these customers are also willing to share its information with Yutong. Yutong then shares this information with the upstream suppliers, thus linking the entire industry chain.
Wang Wenbing believes that inciting the entire industry chain, Yutong’s approach is to improve the efficiency of everyone through the management collaboration, which increases the competitiveness of all companies in the midstream and downstream. This is the embodiment of the true competitiveness of bus companies in the future. What is more important is that the mode of building this industry chain depends on market forces and assets, and it is also more competitive.
Whether it is brand promotion or building cluster industrial chain, the data has given Yutong a firm determination to persist. According to the latest statistics, in December 2009, Yutong recorded a new monthly record of 4,899 passenger vehicles sales, a year-on-year increase of 44.5%. Supporting year-round sales to achieve positive growth. In 2009, Yutong Group sold 35,194 large and medium-sized passenger vehicles, construction machinery and special vehicles, a year-on-year increase of 11.1%; it achieved a total turnover of 15.062 billion yuan, a year-on-year increase of 6.7%; of which Yutong Bus sales amounted to 28,186 units, an increase of 2.29% year-on-year. In the same period, the passenger car industry is expected to decline by about 3% year-on-year. Yutong’s performance data has hit new historical highs. In the context of the industry’s recovery in 2009, its development performance was particularly dazzling, again reflecting the company’s competitive advantage and leading position in the industry.
As some media commented, the passenger bus “rookie†continues to lead the crisis. It is certainly gratifying, but Yutong , which has a large sales base, can still reverse the trend and it is only respectable.